Situational Leadership Theory: The Three Identifiable Weaknesses

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:
1. Procrastination
2. Multi-tasking
3. Do not work well within large teams
The root of procrastination can be found in the lack of planning. However, this weakness in my leadership role is more about the hesitation to prioritize and make effective leadership decisions. I tend to delay some important decisions and focus in some less essential ones to gain more time for what Roberts and Rowley called “lots of relationship behavior and support, but little direction” (2008, p. 62). This failing can cause a lot of delay to resolve some business challenges on a timely manner.
Multi-tasking is the second of my weaknesses that can hinder my team effectiveness and slow productivity. It is true that a large number of tasks have to be accomplished within a limited

time; however, I understand the importance to concentrate in one specific task at a time to do it effectively. An example of multi-tasking as a leadership practice weakness is when I am in the phone with an employee or vendor while trying to go through my unread or incoming emails. This approach has affected my ability to concentrate in one task to effectively execute it. Because of this multi-tasking behavior, I have missed important details of a conversation or critical information in more than one email. This practice reflects my poor judgment to implement one of Covey’s seven habits, put first things first.
The last of my leadership weaknesses is not to work well within a large team environment.

Teams are task-oriented small organizations where in many occasions the decisions and implementations depend upon relationship among their members. Often times the larger the group the longer the decision and execution process take to implement. As a leader, I prefer to belong to and/or create smaller teams for problem-solving tasks. In my own view it is not about excluding people, but promoting the decision and implementation of solutions in timely manner. My unwillingness or disinterest to work as part of large teams (6 people or more) results in the wrong perception of not being a team player. This weakness can affect my integration or inclusion to cross-functional teams designed to resolve specific issues. In addition, it might affect the outcome or performance of a group where my participation could be beneficial to the

organization.