Assertiveness reflects how a leader initiates, directs, and influences situations and people. Leaders on the right side of the spectrum tend to be dominant, proactive, directive, and quick to assert their views or take control. Those on the left side tend to be laid-back, more reserved and patient, and often allow others to take the lead unless necessary.

This trait is one of the behavioural spectrums explored in the Leadership Traits Library.

Assertiveness spectrum

Like all leadership traits, assertiveness exists on a behavioural spectrum. Each side carries strengths and risks, and effective leaders learn when to flex between them.

Left side: Laid back Right side: Dominant

Strengths

  • Calm and composed, especially under pressure
  • Willing to let others lead or shine
  • Creates space for quieter voices in teams
  • Less likely to escalate conflict unnecessarily

Liabilities

  • May hesitate to take initiative or assert authority
  • Can be overlooked in fast-paced or competitive settings
  • Risks being seen as indecisive or disengaged
  • May defer even when leadership is expected

Development tips if you lean left

  • Speak first in one meeting per day, even briefly.
  • Use assertive openers like “I believe” or “Here’s what I’d recommend”.
  • Offer one clear suggestion today without hedging or deferring.
  • Ask for what you want using direct language, for example, “I’d like to take the lead on this”.
  • Identify moments where leadership is needed and commit to stepping in, even if it feels uncomfortable.
  • Practise decisive thinking by writing out your opinions and rehearsing voicing them clearly.
  • Reflect on fears around visibility. Ask yourself what the cost is of staying in the background.
  • Volunteer for visible, uncomfortable roles such as chairing a meeting or leading a difficult conversation.

Strengths

  • Takes charge in uncertain situations
  • Provides clear direction and energy
  • Speaks up readily with opinions and ideas
  • Comfortable influencing or challenging others

Liabilities

  • May overpower others in conversation or decision-making
  • Risks creating dependence or resentment in teams
  • Can discourage input or dissenting views
  • May act impulsively without full input or consensus

Development tips if you lean right

  • Say “I’d love to hear your take first” before giving your view.
  • Use “We could” instead of “We should” at least once per meeting.
  • Choose one meeting today to take the role of facilitator rather than driver.
  • Pause before speaking and ask yourself, “Is this helpful or habitual?”
  • Practise guided silence by waiting five to ten seconds before jumping in during discussions.
  • Ask rather than tell. Replace direction with curiosity using open-ended questions.
  • Reflect on group energy. Consider moments when your leadership filled space versus lifted others.
  • Let others lead. Step back in meetings and let others set the direction or take the close.

What assertiveness looks like in leadership

If you lean laid-back, you may:

  • Wait to be asked before offering your view
  • Prefer to listen and observe before stepping in
  • Let others take the lead unless the situation demands it
  • Use more tentative language to avoid dominating the room

If you lean dominant, you may:

  • Step in quickly to set direction or make decisions
  • Speak early and often in meetings
  • Challenge or push others to move faster
  • Take charge when roles or responsibilities are unclear

When assertiveness helps and when it hurts

Assertiveness helps when:

  • Teams need clear direction and momentum
  • Decisions are stuck or accountability is unclear
  • A leader must advocate for priorities or standards
  • Uncertainty requires steady leadership and action

Assertiveness hurts when:

  • Leaders dominate the discussion and reduce psychological safety
  • Teams rely too heavily on one person to lead
  • Speed is prioritised over good input and decision quality
  • People stop offering dissenting views or alternative ideas

Questions for reflection

  • When have I held back when leadership was needed?
  • When might my assertiveness have reduced input or ownership in the team?
  • What would it look like for me to flex my assertiveness more intentionally this week?


Return to the Leadership Traits Library