Situational Leadership Style Paper

The leader gives projects, tasks and support and the team should be able to operate on its own.

There are four types of leadership that are of major focus in this theory and they are: 1. Supportive Leadership: The focus here is mainly on relationships. Any or all decisions are taken in the best interests of the team members and this kind of approach is best in conditions where tasks are repetitive or stressful. These approaches will in-turn increase the follower's self-esteem thereby making the job more interesting (Dessler, G. 2016). 2.

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.

“Leadership is the ability to maximize the activities of team members by ensuring that team actions are understood, changes in information are shared, and team members have the necessary resources (>>>>)”. A team leader has the ability to form a team, distribute responsibilities and establish well-defined goals. It is up to the leader to make sure all members within the team understand and agree to the goals and responsibility, have an adequate staff and resources to implement. The leader is skillful at conflict resolution and is ready for any foreseeable problems that may arise. In problem solving a leader maintains aware of the situation at all times while anticipating a sequel of events to improve the outcomes. A important duty of a leader is to promote and facilitate good teamwork. The overall roles of leadership is to asses the necessities of the organization and determine the appropriate interventions accordingly to enhance patient

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;

As is mentioned in the textbook, the concept of leadership it refers to "the process of transforming an organization from what they are to what a leader would have them become" (2016, 350). A leader is someone who has the ability to be followed by people, knows how to achieve a goal, and inspire others. In order for a leader to succeed and be able to contribute efficiently to a company, he or she must not only understand and use his skills, but also effectively take advantage of the strengths and abilities of the team to fulfill the vision and mission of the company. Like I mentioned above, a leader has the key role of communicate the organization's vision, mission, and strategic objectives; this can be only been achieving by his/her example.

According to Hersey and Blanchard, there are four basic leadership styles association with the situational leadership model. The four are: telling, selling, participating and delegating.

A leader is the foundation of the organization, the individual who represents the values, purposes, and direction of the organization. A leader is one who creates connections between members of an organization for the purpose of promoting increased performance and quality results (Sullivan & Decker, 2009). Leaders motivate, console, and work with people, to keep them bonded and eager to move forward (Stanley, 2006, pp. 33). The leader is an individual who has his or her own personal goals and want to show everyone what he or she has to offer others. These traits are needed to inspire the employee and make him or

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”

This is an introduction to the Situational Leadership Model by Hersey & Blanchard (1964), introduced in Chapter 5 of the textbook “Leadership: Theory and Practice” by Peter Northouse, a model that suggests that leadership should adapt to the development and commitment level of the employee (Northouse, 2016). The model suggests that at a lower level of employee development, i.e. competence & commitment, leaders should engage in a directing style of leadership, and at the other end employees with a high level of competence and commitment can be led with minimal directive and support (Northouse, 2016). The following is

In all honesty each of the theories in our reading carry some sort of relevance and irreloevance, not to mention that everyone one of them are interesting theories. Above all things there will always be a prejudice depending on one's frame of reference and the context of a situation, but from a general point of view these are the theories I find to be most agreeable with, most disagreeable with, and most interesting. Before I follow on though I must mention that the theory I find most agreeable with would be my most interesting one too as my interest would lean to that of something I would intend on implementing the most from a leadership point of view, but for the sake

Leadership by the team leader, who has responsibility for the team, is critical for team

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

prepared when assistance is asked for. After this, best role a leader can take is one of a coach, thus teaching their follower where to make improvements, as well as sometimes needing to demonstrate how to properly complete a task. After the task is completed or the goal is fulfilled, it is imperative for the leader to complete their last responsibility, which is training their follower to reflect on their experience so they are able to further dissect their performance and supplement their

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).