The first is the Leader-Member relations, which refers to how the leaders and team members see each other.

In the case of poor Leader-Member relations, it may be wise to be a task-motivated leader. The team does not need to trust your input or vice versa when all that has to happen is the completion of a set of tasks. This leadership style could be optimal in construction, agricultural, or administrative workspaces. However, one aspect of leadership is not enough to be an effective leader. Understanding where and when to adjust your leadership type is critical when dealing with other coworkers in different positions.

The second factor to consider is the task structure, and it helps evaluate how tasks the group performs are defined and can help determine how hands-on a leader has to be.

This facet of leadership is most helpful in deciding whether or not to be a relationship motived leader. If you have a close relationship with your team, it may be prudent to take on a relationship-motivated leadership style. For example, if one hires an artist to paint a mural outside one's business, then stressing the artist with deadlines or notes can hinder the artist's progress. Being mindful of the work that needs to be accomplished requires adapting to the scenario, which can profoundly affect peers and subordinates alike.

The Third and final variable is Positional Power. This area of leadership evaluation is about how much leverage should be applied to your team.

If the people you are leading are in similar positions, it may not be recommended to punish them too severely. Being able to direct the work of subordinates means that the position of power is high, which makes it easier to execute workflows. This variable is applied both to relationship motivated and task-oriented leadership and can enhance or detract from one's effectiveness as a leader in equal measure.