Situational Leadership

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In simple terms, a situational leader is an individual who can use different leadership styles based on the situation. Blanchard and Hersey created a model for Situational Leadership in that allows you to analyze the needs of the situation you're dealing with, and then adopt the most appropriate leadership style. Many of us do this anyway in our dealings with other people: we try not to get angry with a nervous colleague on their first day; we chase up tasks with some people more than others because we know they'll forget otherwise. The model doesn't just apply to people in leadership or management positions: we all lead others at work and at home. The ability to vary your approach is key in being able to manage vast amounts of people. The situational leadership model in organizational studies is a type of leadership theory, leadership style, and leadership model that proposes the where different leadership styles are only effective in certain situations. It is also known as situational leadership theory. The situational theory term is much more restrictive then the first convened version, but argues that the best type of leadership is totally determined by the situational variables. There are many varying styles of leadership. Transactional or authorative leadership focuses on power and status. The leadership style that focuses on unique qualities surrounding charisma is known by the terms transformal or charismatic. The last leadership style we will discuss is known as pluralistic leadership. This style revolves around group decision making, this style values the opinions of others. The situational leadership theory argues that no one style of leadership pertains to all given workplace situations. Effective leaders change their leadership styles to fit the situation. By saying this, a leader’s style changes based on the situations and the environment that they are in. The theory also says that a leader should alter their leadership styles depending on the situation at hand. There are numerous situations in which an event affects the method of leadership a supervisor would employ. Correct implementation of the correct style of situation leadership depends on the proper use of communication components; communicating expectations, listening, delegating, and providing of feedback to employees. The key issue in assessing what adjustments should be made to a leadership style is follower maturity, deduced by the follower’s readiness to perform in a given situation. “Readiness,” in this form, is wholly based on two major factors – follower ability and follower confidence. The four levels of follower readiness are used to assess what leadership style will be appropriate for the situation. The follower had both strengths and weaknesses and is the determining factor on the proper approach to being an effective leader. The different readiness levels are as follows: R1: Unable and Insecure or Unwilling

R2: Unable but Confident or Willing
R3: Able but Insecure or Unwilling
R4: Able and Confident and Willing
These follower readiness levels are essential to the proper implementation of leadership style. The (R4) subordinate requires a more refined approach. Explanations of decisions are a good way to build relationships with these individuals. These people are also very confident in their abilities. Your actions or lack thereof may be scrutinized by this type of subordinate. The (R3) subordinate is one who has the ability to do assigned task, but lack the willingness or the confidence to carry out said task. Teamwork is the mantra for this type of follower. Working closely will lead to better result and progress, team building exercises, shared goals, and shared decision making are also good examples of methods a leader should employ when dealing with this type of follower. The next follower is an (R2). Giving this follower assigned task, and turning over some decision making to that follower should have a...
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