Leadership Styles May Affect Organizational Leadership

All situations are different and a leadership style applied in one situation will not always work in another. A leader must use judgement to decide the most appropriate style needed for each situation. The ‘Situational Approach’ to leadership identifies four leadership styles which are;

Coaching leaders help employees by identifying their unique strengths and weaknesses. They encourage employees to establish long-term goals. Coaching style is used least often because many leaders don’t have time to teach people and help them grow. Studies have shown that leaders who have mastered four our more especially the authoritative, democratic, affiliative and coaching styles have the best climate and business performance. I believe in order to master the art of leadership we need to comprehensively understand human behavior and have the ability to adapt. Leadership styles can lead to different types of success, as mentioned in the article leadership will never be an exact science. But neither is it a complete mystery. I believe that the business environment is continually changing, all leaders have to respond. Leaders must know when to use the right style at the right time to gain success. Although not all skills are equally effective leaders could use multiple styles at one time to gain success. For example leaders could use the authoritative style to mobilize people towards a vision while at the same time creating bonds and harmony through the affiliative

Situational leadership theory is when a leader adapt’s to the situation and the management styles to the behavioral needs of the individual or group. Trait approach leadership gives more credence to the qualities and traits that people are born with that make them natural born leaders.

Herschey and Blanchard, in their Situational Leadership theory, recommend that a leader adapts their leadership style on the basis of the maturity of the group or individual in dealing with specific situations. If an individual is new to the organisation and have a low level of expertise but a high level of motivation then a directing leadership style is likely to be most suitable, whereas an employee that has a higher level of skills but variable commitment may respond to a supportive style in order to build confidence.

Leaders have a “the ability to influence a group toward the achievement of a vision or set of goals” (Robbins & Judge, 2007, p. 402). In the past leaders have been described by certain traits or characteristics. These traits can help an organization identify potential candidates who may be strong leaders. Later behavior approaches of leaders were identified that could be taught. In short, leaders could be made. Situations have an impact on which leader behaviors will be most effect at any given time. Several contingency theories have been formulated over the years to identify how situations influence leadership behavior. Each style has strengths and

There are a number of factors that will influence the style of leadership a leader may choose, such as:

L., 1997). It seems that in an attempt to avoid criticism, Hersey and Blanchard (1988) explicitly declare that their Situational Leadership approach is not a theory. Instead, they say it is "a practical model that can be used by managers, salespersons, teachers or parents." The theory, as with others, cannot possibly encompass the behavior of leaders in multiple organizations and situations. The theory, or model, takes a more objective way of evaluating leadership behavior, when in fact, there are inherent subjective characteristics of leadership that can affect leadership styles and effectiveness.

The leadership style of the organization will influence the culture, motivate (or de-motivate) employees, and increase or decrease the effectiveness of its employees. As stated earlier it is important to make use of a leadership style that is consistent with the goals and objectives of the organisation.

- exploitative authoritative: the leader has a low concern for people and uses such methods as threats and other fear-based methods to achieve conformance

Situational Leadership is also called as Hersey-Blanchard Situational Leadership Theory. Paul Hersey the author of "Situational Leader" and Ken Blanchard the author of " The One Minute Manager" are the one who introduced this theory (Hersey-Blanchard Situational Leadership Theory, 2010-2015). The principle behind this theory is that every theory is not perfect in itself and the effectiveness of the theory is determined by the situation (Kreitner, 2013, p. 472). One of the important lesson that I have learned till this day is no one can be prepared for the upcoming problems. Problems may have same nature but may be different in the way it has to be solved. For instance: A Leader may motivate an employee by increasing salary but the same tactics may not work for another employee. Another employee may be seeking challenging job which may influence him/her to

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).

Situational leadership, developed by professor Paul Hersey and author and consultant Ken Blanchard. Their approach was based off of a 1967 article by W.J. Reddin called The 3-D Management Style Theory. In his article, Reddin discusses the need to have different styles based on the demands of the leader. A leader needs to be flexible in their approach to meet the needs of the job, their superior and their subordinates (1967). Hersey and Blanchard progressed this theory by introducing the Situational Leadership II model. Their model breaks leadership into four different styles, and how a leader must alter their approach in supporting and directing their subordinates based on a given situation. These styles are directing (S1), coaching (S2), supporting (S3) and delegating (S4). The model also focuses on the development level of the subordinates by categorizing them between low (D1), moderate (D2 and D3) and

An effective leader influences their employees in a desired manner to achieve goals and objectives. Different leadership styles can affect an organization’s effectiveness and performance. The objective of this paper is to analyze the review of literature on various leadership styles over the past years and how effective and ineffective different leadership styles are in the workplace.

The situational leadership model was developed by two authors, Ken Blanchard, and Paul Hersey in the year 1969. These authors based this model on the concept that leadership should adapt to different management practices and approaches to fit different situations and surpass any diversity of their encounters (Lussier & Achua, 2010). In particular, this model provides guidance on how to analyze a situation, choose effaceable strategies and adopt the most appropriate leadership style. Apparently, the two developers of the model researched and found that, given some case, leadership may fail to accomplish some goals due to adopting single

It has been a main factor in development and training programs (Hersey et al., 2001). Situational leadership theory is based on how people respond to working and being led in groups.