The Leadership Culture Of A Small Business Organization

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;

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.

Situational leadership focuses on adapting your leadership style or approach based on the situation and the amount of direction and support that is needed by followers. As Jesus trained and equipped his disciples from simple fishermen to fishers of men, who carried on his ministry after he ascended to heaven, he integrated different styles and theories of leadership that best served and supported his followers (Blanchard & Hodges, 2003). Depending on the level of competency and commitment of their people, leaders will adjust their style to provide the necessary support and direction. The core competencies of situational leaders are the ability to identify the performance, competence and commitment of others, and to be flexible (Paterson, 2013). From being highly directive, telling their people exactly what to do and how, to delegating, clearly stating the objective and allowing them to complete the task with little direction and support, situational leaders adapt their approach to the needs of their people and the particular situation.

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.

Two-communication characterizes relationships behavior: the encouragement, listening, facilitating, and supportive behaviors. Situational leadership theory is a form of transformational leadership that claims that there is not one leadership style that works for all situations. The design of an agent-based leadership support system exploits a computational model for the development of individuals or groups. The article will be appropriate for my doctoral study in the conceptual framework section as it pertains situational leadership and pointing out different behaviors such as task and

In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the well-being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair an organizational culture. However, this can prove to be a delicate and challenging task.

Leadership is an important factor within a business environment and often plays a significant role in achievement of organisational success (Landis, Hill & Harvey 2014). However, leadership is an art, therefore there is no simple formula for effective leadership (Hughes, Ginnett & Curphy 2015, p.33) and a leader’s effectiveness can often only be understood in the context of the leader-follower-situation interaction model.

Leadership development plan is only practical like the theories behind the idea. Basically, before a person plan, one must know and understand the mission to be accomplished. Good theories are significant and logical and important to comprehend that many accepted leadership principles are difficult to integrate an actionable behavior. A leadership plan helps in understanding and enhancing to lead organizations, employees and groups. The most valuable skill for a leader is the capacity to manage their individual learning. A highly motivated and principled person can attain a great degree of understanding, when they form a leadership plan. The document needs to be written down and be accessible and accommodate new insights. Preparation of a leadership plan has to take into consideration the first plan being a rough draft.

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

Terry J. Phillips is from the small town of Bay Springs, Mississippi. He graduated from Bay Springs High School and then went to ……….. to play baseball. He furthered his education and graduated from The University of Mississippi School of Pharmacy. After college, he moved back home where he is now a part owner and operator of Standard Drug Store. Standard Drugs has been in Bay Springs since the early 1980’s; however, Mr. Phillips did not buy into the company until 1998. Mr. Phillips and his two business partners employ, but most of all lead, ten others to provide the city of Bay Springs with high-quality healthcare.

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