Situational Leadership Model

Topics: Management, Leadership, Skill, Coaching, Organizational studies and human resource management, Motivation / Pages: 3 (622 words) / Published: Sep 14th, 2015
Northouse (2013) explained that situational leadership model is one that consists of a directive and a supportive dimension of influence. In essence, a situational leader is one who attempts to match one’s leadership style to what is described as the competence and commitment of an employee (Northouse, 2013). For example, if Ann decides to use the second style (s2) referred to as the coaching approach. Then, Ann would be demonstrating high directive behavior as well as high supporting behavior (Northouse, 2013). Northouse (2013) also stated that, in this approach, an organizational leader communicates on both goal accomplishment and meeting an employee’s socioemotional need. According to Northouse (2013), Ann tries to build a relational climate …show more content…
However, the coaching process is a collaborative one that is designed to change a person’s viewpoint and behavior in a manner that improves that person’s effectiveness and personal satisfaction. Essentially, the coaching process enables a person to reflect and self-discover what actions one is required to take (Hicks & McCracken, 2010). Hicks and McCracken (2011) stated that the attitude and behaviors needed to be an effective coaching manager appear synonymous with those attitude and behaviors required for leadership especially transformational leadership. This is because coaching and leadership tend to go hand-in-hand in terms of the type of relationship formed between a coach/leader and coachee/employee (Hicks & McCracken, 2011). For example, one might argue that Ann is using the individual consideration factor. This refers to an organizational leader who provides a supportive organizational climate in which that leader listens deliberately to others’ needs (Northouse, …show more content…
This task-related readiness consists of two parts: an employee’s ability and technical skill to accomplish a task, and an employee’s level of self-confidence (Goodson et al., 1989). For instance, one might argue that the most appropriate leadership style-readiness for the student workers at WCBA is one of high structure/low consideration. According to Goodson et al. (1989), this is useful when an employee has low subordinate readiness as in the case of the student

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