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Situational Leadership Standpoint

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From a situational leadership standpoint, I generally find myself able to adapt to the specific situation. A strength would be the ability to utilize supportive and directive when it comes to the goal at hand. A weakness that I have would be around which person I’m utilizing it with. I’m very aware of my audience and have a good handle if I should be directive in my communication or need to support that individual. Generally, this is with my immediate team. When it comes to anyone not on my immediate team I tend to always take the directive approach. I’ve always viewed the situation, and in some ways, created an in group and out group for specific tasks. There are the people that will be able to assist me and my team in getting the job done…show more content…
Down the road as teams, projects and companies change the people that were on the outside has viewed me as a direct, less political, type of person that can get the job done. It suites me in my current sales role, but if I decide to take a management path I will have to change the views of people that have either never been part of my team or are the executives. Another area that has been a strength is through path-goal. Since I can be directive, supportive and achievement oriented I’m usually viewed as a person that can hit his targets. When it comes to the team, I can assess their strengths and weaknesses to achieve a goal and many times know what obstacles need to be removed to make them a better team player. When things are slow, I’ve found that I take more of a supportive role in training team members on areas they struggle with to make them a more well-rounded individual. Granted this is self-fulfilling because I’m hoping when the work load increases they can produce more. In the end, if I can get a full team of competent individuals I can take more of a participative role, focus on my work and trust that their work will be held to my…show more content…
I’ve mainly worked from home, traveled alone to client’s offices and had teams that supported me, but never reported me, in my last role I had a team of 16. Most of what I’ve been exposed to is transactional. If I hit a specific goal, I or my team, would receive a specific reward. Compensation has always been a clear driver, but another perk from transactional was the fact management left me alone. In some years, I would only talk to my bosses at the 3-4 major conferences a year, if I was hitting my goals. This, in most instances, put me on an island, but it is one of the job perks that I like a lot. Over the years this has suited me very well in my separate roles. However, the individual contributor role is the life style I was looking for, but the transactional portion has separated me from different possible career paths. Being outside the political environment people have only known me as having one of the more cohesive teams and hitting our targets. To try and move into any type of management role would be starting from scratch. The only time transformational leadership comes into play is with my immediate teams. My old role had the 16 different members where my current role only has two. With either size team, keeping them motivated, supporting and stimulating all had to come through influence because they don’t report to me. I had to get them excited to do their best work for the
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