Using sex identity theory, the paper studies the impact of feminine identity and soft influence tactics on leadership styles, specifically task oriented and participative. Earlier researchers have documented difference in the working and leadership styles of men and women and tactics used for securing compliance from team members. Yet there are few studies which have proceeded beyond an understanding of leadership styles which are based on the "psychosocial" behavior of men and women stemming from their sex identity, defined in terms of "masculinity" and "femininity". The results from 379 subjects from four different sectors show that there is a significant correlation between feminine identity and soft influence tactics which directly impact the leadership styles of men and women. We posit that these leadership styles are not gender specific but defined by the identity of the leader and the situational requirements.