23/01/2026
23 January 2026
Managers: Embracing diverse work styles for stronger teams
Each person operates uniquely. While some people prefer flexibility, others prefer structure. Although some people thrive when working in a team, others work best when working alone.
Being aware of and accepting of these various work styles is not only considerate but also advantageous from a strategic standpoint. Teams with cognitive diversity solve challenges more quickly and generate better results, according to research. Stress decreases and teamwork increases when employees believe their working methods are valued.
People’s preferred methods for approaching projects, communicating, and resolving issues are described by their work styles. They can change as individuals and groups develop, influenced by personality, experience, and surroundings. Most people don’t fit neatly into one box, and there isn’t a single framework. Depending on the task, setting, or team dynamic, many people switch between different working styles.
• Independent: Deep focus, self-direction, reliable follow-through, judgment, perspective, perseverance (virtues: wisdom and courage).
• Collaborative: Energised by teamwork, curiosity and leadership (virtues: justice and wisdom)
• Supportive: High emotional and social intelligence, leadership, fairness and team dynamics (virtues: humanity and justice).
• Idea-oriented: Visionary thinking, creative solutions, judgement, fresh perspectives, love of learning (virtues: wisdom).
• Detail-oriented: Precision, quality control, risk reduction, prudence, fairness, perseverance, perspective (virtue: temperance, justice and wisdom).
• Proximity: Balances solo and team work, bridges communication gaps, perseverance, judgement (virtues: humanity, courage and wisdom).
How to support different work styles:
• Pair complementary styles. Match big-picture thinkers with detail-oriented doers or independent workers with connectors. Diverse teams consistently produce stronger outcomes.
• Build psychological safety. Encourage questions, experimentation and healthy disagreement. Trust enables teams to learn and adapt.
• Watch for burnout risks. Each style has vulnerabilities. Supportive employees may absorb too much emotional labour, while independent ones may overwork quietly. Use capacity checks and clear priorities for protection.
• Normalise differences. No style is “better.” Strengths-based cultures see higher engagement and lower turnover.
• Measure and adapt—track engagement and workload balance. Rotate rituals—like focus blocks, written updates or team syncs—to keep collaboration fresh and fair.
Recognising and empowering different work styles gives organisations both a human and competitive edge. When people can lean into their natural strengths, teams move faster, innovate more and maintain better well-being. Different work styles thrive on trust. Psychological safety helps every team member shine.
Ref: www.lyrahealth.com www.uasa.org.za