Summary Of Situational Approach

Situational Approach

Situational Approach was developed by Hersey and Blanchard in 1969. Blanchard states “Effective leaders adapt their style according to the development level of the people they are managing.” It is based on Reddin’s (1967) 3-D management style theory. This approach focuses on leadership in varies situations. In order for this method to be effective a leader must evaluate their behavior and adapt to the situation. It is composed of both directive and a supportive dimension. Each must be applied to any given situation (Northouse, 2013). In order for leaders to be effective within this framework, they must analyze what their followers need and adjust their style to deal with that need. The theory suggests that the level of

Directing is a high directive-low supportive style in which the leader focuses on communicating the goal that is to be achieved. Coaching is high directive-high supporting in which the leader focuses on both meeting the followers needs and communicating the goal. A supporting approach allows the leader to use supportive behaviors that bring out the employee’s skill set. It is a high supportive-low directive style. Lastly, delegating is low supportive-low directive style. Delegating is where the leader allows the follower to develop their confidence and motivation but giving them control over what happens. It becomes their responsibility to accomplish the

Spears identified 10 characteristics from Greenleaf’s writings that are key to servant leadership. First, listening, in which leaders and followers participate in an interactive process in which servant leaders listen first. Second, empathy, servant leaders demonstrate what they understand about the followers. Third, healing, servant leaders support and care about the followers well-being. Fourth, awareness, its belief is that servant leaders have an understanding of the impact they have on individuals. Fifth, persuasion, is the persistent communication that convinces others to change not coercion. Sixth, conceptualization, servant leaders must be a visionary who can see the “big picture.” Seventh, foresight, the ability to predict future actions based off what is currently happening and what has happened in the past. Eighth, stewardship, servant leaders acknowledge the role they have been entrusted with and realize it comes with a great deal of responsibility. Ninth, commitment to the growth of people, ensures that each each person within the organization grows personally and professionally. Tenth, building community, servant leaders are charged with creating a safe space where people can fell