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Several leadership types have been described that may be applied to any field of study. The leadership style of a researcher is a component of the personality that often dictates how interpersonal relations between team members result in an effective and productive work. Trait theory suggests that leadership qualities are inborn and usually result in a leader who is charismatic, friendly, motivational, and intelligent (Sims 2009). By contrast, behavior theory of leadership includes four specific types of leaders: autocratic, bureaucratic, participative, and free rein (Sims 2009; Hanna 1999).

Autocratic leaders tend to be inflexible and unwilling to accept input from others. Though rigid, they tend to be confident, knowledgeable, and have significant control over the group and project workflow. Bureaucratic leaders hold rules and regulations in high esteem and use guidelines as primary support for project development. Similarly rigid, bureaucratic leaders hold strict adherence to formal instructions to complete tasks. Participative leaders are more open to group suggestion when it comes to problem solving and decision‐making. Though inclusive, the efficiency of the group may be lessened when compared to authoritative and bureaucratic leaders from a high volume of external input. Participative leaders are willing to make definitive decisions to optimize workflow. Free rein leaders allow group members to exercise individuality and work to their strengths independently in their own styles. However, effective free rein leaders must have an understanding of an individual group member's abilities and how to maximize competency during research projects. Self‐motivation on the part of each research team member is crucial for a leadership style of this type (Sims 2009; Hanna 1999).

In addition to behavioral leadership theory, other forms of leadership doctrines exist that emphasize interpersonal relationships. Emphasis of empathy (relationship‐oriented leaders), team spirit (coaching leaders), and friendship (affiliative leaders) are several varieties of this interpersonal subset. Alternatively, creativity‐based organizational leadership styles are able to encourage visionary and inspirational ideas (transformational) or describe directions based on each person's personality for a system of rewards and punishments for adequate or inadequate work respectively (transactional) (Sims 2009).

Effective leaders in research adopt elements from each leadership style and use many methods to enhance the group experience. No leadership style is mutually exclusive, and a leader with the ability to combine several aspects of many styles is able to engage a larger audience. The goal of the researcher is to produce high‐quality, beneficial work in an efficient manner while maintaining the enthusiasm to encourage others to pursue similar goals. As a leader, targeting one's managerial style to the strengths and weaknesses of the research team is bound to boost morale while maintaining a workplace conducive to quality research. Understanding the specific strengths and weaknesses of the team can be best performed by understanding a team member's personality.