Leadership Vs. Situational Leadership

Situational leadership has very little in common with the other models mentioned herein. This model revolves around the leader changing leadership behaviors to meet the needs in relationship to the follower (Kouzes, 2003, p. 111). The difference between situational leadership and charismatic, servant, and transformational leadership is the lack of an organizational vision and the empowerment of the followers. Situational leadership uses followers based on their readiness level that relate to their ability and willingness to complete the task (Wren, 1995, p. 208). This aspect coupled with the leader’s task and relationship behavior is used in relation to the

This paper will address why situational leadership theory is useful and relevant in developing an effective leadership culture. In addition, it will also discuss the three theories of situational leadership and what is considered to be the strengths and weaknesses of each theory when leading staff in the organizational environment.

Situational Leadership was a model originally developed by Paul Hersey and Ken Blanchard to effectively assess what each person needs from leadership on each task. (Hersey, 2004) Dr. Hersey and Blanchard parted ways and put their own spin on the same model but it still stands that it works and can be applied to any person of any age with any task. The key is that the leader has to be perceptive and fluid in leadership styles. One of the reasons

     The situational leadership model is based on certain assumptions. One of these assumptions is that there are different levels (or situations) in which a leadership style is played out. In the same way that there are four different levels of readiness on the part of staff or “followers”, there are also four leadership styles. On the whole it is the level that the followers are to be found that is most important element in the equation when a leadership style is seen to be to be the appropriate style and is chosen from among four possible styles. According to this idea leaders can choose to lead in

As the Situational Leadership Model suggests, different leadership strategies are appropriate for different situations and depending on those who are being led. To be a successful leader, Wooden understood how his players handle instruction, criticism, and praise; as well as how the team learns best, what level of independence will harbor the most success, and the dynamics of the team with regard to chemistry, diversity, etc. As a famous situational leader, the ability to adapt his coaching style to changing players and circumstances attributed to much of his success. The result of his situational analysis became the foundation in planning the course of action. He believed that it was necessary to change plans to fit the unexpected “call”

Interesting observation was noticed from both type of scenarios. Both plant possess the situational leadership style. Even though both plant A and B had similar culture they had different leadership styles. Both leaders adapt to suit the situation with confidence by dealing with people to different maturity levels and tasks assigned. One of the attribute of a situational leader is to change from one leadership style and also understand when to change to meet the goals and needs of the organization and the employees. Situational leaders should learn to demonstrate certain competencies. When a situation or crisis exist, these leaders should be able to diagnose and understand the situation they are trying to control. They should be able to adapt and adjust their behavior in response to what occur in the situation.

Situational leadership may be the case when there are several different situations to handle under one position. There might not be specific tasks given since the roles could be dispersed to every other member. A leader in situations could be dealt with emotions, academics, work, and support with another student. At orientation, when leaders meet up with students, just to chat and to see how they are doing would be considered situational leadership because you are having a bonding relationship. Also, setting up for orientation team takes a lot, and more than one person. This type of leadership may benefit me because I am good at multitasking and communication skills. When there is a task that I need help with, I would ask for guidance how to

One theory based change that I can make is to reduce the amount of authoritative leadership that I express. As a situational leader, there is a time and place to use the authoritative leadership trait. The situational leadership theory suggests that a coaching approach is best to use with employees that are less motivated but capable of accomplishing a task (Situational leadership theory: providing leadership through flexibility, 2016). There have been many times where a task is assigned but does not get completed or is completed half-way. As an example, I assigned one of my more challenging employees to clean up and sweep a particular area of my warehouse. The employee only accomplished cleaning up the area but did not attempt to sweep. I know that I was clear with my directions and expectation when assigning this person the task. In this situation using a coaching style of leadership would have prevented the task from not being fully completed to my satisfaction. Conducting spot checks to ensure the task is being accomplished and coaching the employee on what remains to be completed would have been the best course of action because the task would have been completed as instructed.

After researching several other leadership styles, I found that situational leadership is the leadership style most effective for myself. Situational leadership is different from most leadership styles because it is adaptable to every circumstance. While other leadership styles are very specific, situational leadership can be used to lead people that are not very knowledgable in a certain area and also people that might know more than you.

Leadership is a vast topic with a variety of profound explanations and theories, but overall, leadership gives people a standard to aspire for. Leaders have a vision, and thrive on inspiring those around them to participate along the road to achieving their vision. Leaders can promote success by motivation, empathy, and positive direction. Though there is no clear winner when it comes to theories of defining leadership, some approaches have greater appeal than others. My goal for the future is to utilize several approaches in an effort to consistently improve my leadership performance. The situational leadership model will be helpful for me to improve my training skills, and accommodate unexpected situations with ease. Situational leadership is where I want to go in the future, but it is not where I am yet. In the past, I have attempted to provide strong leadership by learning from my mistakes and changing my approach based on my experiences. This is why I believe that currently, I identify most with the skills approach to leadership.

2). According to the Situational Leadership Theory, leaders are effective when they select the right leadership style for the circumstances they contend. Specifically, this relies on the development for

The Situational Approach is a leadership style that essentially focuses on leadership in different situations. "The premise of the theory is that different situations demand different kinds of leadership" (Northouse, 2015, p. 92). The idea is that in order for a manager to be successful in all situations, he or she must be able to adapt. "Effective [situational leadership} managers provide individual followers with differing amounts of direction and support on different tasks and goals, depending on the follower 's developmental level" (Avery & Ryan, 2002, para. 5). Situational leadership can be broken down into four categories that combine supportive and directive behaviors. They are a high directive-low supportive style (directing approach), high directive-high supportive style (coaching approach), high supportive-low directive style (supportive approach), and low supportive-low directive style (delegating approach) (Northouse, p. 94-95, 2015).

My daily work has transitioned to this way of practice. The concept of school turn around being a case by case needs assessment and actually asking the schools what they need assistance in, has not always been a practice. It was more of pointing a finger, saying everything that was wrong and then going back to see if they fixed it or not to then give them another laundry list of things that they needed to fix. We are able to, as “the State”, ask how we can best be used to roll up our sleeves and become a part of the work that needs to get done in order for us to effect change. It is well received by schools that have had a sour taste left in their mouths from past interactions with someone from our team.

There are three important concepts to consider in Situational leadership. First the relationship between follower and leader are very important, so the amount of emotional and social support is key. Secondly is the Followers readiness or development state demonstrated by the follower to perform a task or function or specific objective, and finally the leader’s behavioral development style, That is to say the way in which the leader should respond to the follower based on their level of readiness.

Situational leadership is fitting the leadership style to the person. Leadership situations differ in circumstances and with people, which calls for different kinds of leadership.