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Situational leadership as behavior leadership, in which one must adjust or be cognitive of different needs in a given situation and care to those needs accordingly. Effective leadership can accurately define the development of the follower and then apply the style that best fits the situation (Northouse, 2016). According to an assessment completed in Northouse, I found that I was best suited to use a coaching or mentoring approach to be most effective in most of my situations. A few styles that fall under situational leaders are supportive, participative and achievement oriented. The supportive role is best used when a person is unsatisfied and needs affiliation (Northouse, 2016). This is where the coaching approach will work the best. Participative
According to Fiedler (cited in Bolden, Gosling, Marturano & Dennison, 2003)., there is no single characteristic or trait that will create a successful leadership style. Rather, he argues that situations actually shape a general leadership style of a manager. Bolden, Gosling, Marturano and Dennison (2003) have observed that within an environment with repetitive tasks, the most effective leadership style might be a directive one, while a participative leadership style might be required in a dynamic environment. Being an effective leader means to control important specific situations. Taking into account these situations, Fiedler presented three situational components that are considered essential for an effective leadership: leader-member relations, task-structure and position power.
In the context of the Situational model leadership theory, there are three identifiable weaknesses in my leadership practice. These weaknesses represent shortcomings in my role as a leader and might prevent my team from fully executing the organization’s mission. The three weaknesses are:
In situational leadership theory and path-goal theory, both theories assume that leaders are flexible and can display any or all styles depending on the situation or environment. Situational leadership theory emphasizes the importance of adjusting leadership style based on the needs of the followers. Path-goal theory leaders help followers along their path and are more effective if they adapt their behaviors to the current environment. Each leadership theory describes four different styles or behaviors to use for effective leadership. The style of telling, selling, participating, and delegating are used in STL...
A situational leader is the one who will use a different leadership style according to the need and specific situation at the moments.
Situational leadership is a theory which was designed in 1969 by Paul Hersey and Ken Blanchard. The “contingency theories of leadership” states that a leader’s effectiveness is dependent on their behaviours in relation to different situational factors. Thus, situational leadership theory, relates to how a leader 's effectiveness is depend on their ability to adjust their leadership behaviour to the required level of the “followers” capability or if the situation is modified.
The third type of leadership style is described as situational leadership. Situational leaders assess the environment and the readiness of the employee before assigning a task (Giltinane, 2013, Grimm, 2010). Situational leaders provide direction and support based on the need at the time. Thus if an employee needs more direction than others, situational leader is able to identify the employees need and provide support accordingly. According to Giltinane (2013) situational leaders relationship with their subordinates and provide guidance and direction as needed.
The situational leadership theory states that leaders use different styles and strategies depending on the situation. There are two models that support this theory. The Fiedler’s Contingency Model of Leadership Effectiveness states that an “effective leadership occurs only when there is an ideal match between the leader’s style and the group’s work situation” (pg
It is impossible to pinpoint precisely the time when interest in leadership styles emerged. However a set of experiments conducted by 3 social scientist in 1938 is a good time to begin. Kurt Lewin, Ronald Leppit, and Robert White used groups of children to study different approaches to exercising control. Their classic study identified three types of control: autocratic, democratic, and laissez faire. These three types of control came to be known as leadership styles.
Encarta Dictionary within Microsoft Word defines leadership as,” the ability to guide, direct, or influence people.” Expanding upon that definition, my personal definition is influencing people to follow to achieve a goal, regardless of how unpleasant. Leadership is not something that happens overnight, it needs to be cultivated over time. During that process, it is necessary to identify delinquencies and make adjustments. Reviewing the feedback provided by my LPI/360 assessment, the three areas identified I need to improve on are, praising people for a job well done, actively listening to diverse points of view, and becoming more visible within the workplace.
The four quadrants of Situational Leadership correspond to the four phases of Mentorship (Hersey, 1985; Carder, et al, 1996; Hitchcock, et al, 1995; Carey and Weissman, 2010). Quadrant 1, in which the follower has no skill and the leader provides high instruction and support (Carder, et al, 1996), corresponds to Phase 1, in which the mentoring relationship is initiated (Carey and Weissman, 2010). Quadrant 2, in which the follower has limited skill and the leader acts as a teacher (Carder, et al, 1996), corresponds to Phase 2, in which the mentee becomes the mentor’s protégé (Carey and Weissman, 2010). Quadrant 3, in which the follower has advanced skills and the leader acts as a consultant (Carder, et al, 1996), corresponds to Phase 3, in which the mentor releases the mentee (Carey and Weissman, 2010). Quadrant 4, in which the follower can be trusted to act independently (Carder, et al, 1996), corresponds to Phase 4, in which the mentee and mentor enjoy a lasting friendship (Carey and Weissman,
Hoy, W. K., & Tarter, C. J. (2010). A Theory of Leadership: A Situational Approach. Retrieved January 28, 2014, from http://www.waynekhoy.com/pdfs/theory_of_leadership.pdf
Sims Jr., H. P., Faraj, S., & Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, 52, 149-158. DOI: 10.1016/j.bushor.2008.10.002
The original model displayed four styles of leadership that were arranged on a grid according to how each style measured in terms of "relationship behavior" (x axis) and "task behavior" (y axis). (B 25) These four styles were labeled as, S1: Telling, S2: Selling, S3: Participating, and S4: Delegating (B 25). Although many found this model to be effective, others found terms utilized by the authors to be confusing. Therefore, Hersey and Blanchard introduced the SLII model to offer clarity and understanding to managers looking to employ the situational leadership model within their
Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).
The Situational Theories of leadership explain how leadership style must be tailored to the demands of the task and the qualities of subordinates.