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How can you use situational leadership to adapt?

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Situational leadership is a flexible and practical approach to managing people that adapts to the needs and abilities of your team members. It helps you to provide the right level of guidance, support, and feedback for each situation, while empowering your team to grow and develop. In this article, you will learn how to use situational leadership to adapt to four common scenarios: new tasks, changing roles, performance issues, and team conflicts.

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1 New tasks

When you assign a new task to a team member, you need to assess their competence and confidence in performing it. Depending on their level of readiness, you can use one of four leadership styles: directing, coaching, supporting, or delegating. Directing is appropriate for low readiness, when the team member lacks the skills and motivation to complete the task. You should provide clear instructions, expectations, and supervision. Coaching is suitable for low to moderate readiness, when the team member has some skills but needs more guidance and encouragement. You should explain the rationale, demonstrate the process, and solicit feedback. Supporting is effective for moderate to high readiness, when the team member has the skills but lacks confidence or commitment. You should praise their efforts, facilitate problem-solving, and involve them in decision-making. Delegating is ideal for high readiness, when the team member has the skills and motivation to complete the task. You should define the outcomes, delegate the authority, and monitor the results.

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Mohamed Shalih

EMBA | Solutioning Warehouse Management Systems | Supply Chain & Logistics
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Considering the above write-up, it is important to acknowledge that leadership styles may vary depending on various factors. For instance, if we are in the process of grooming a resource to potentially replace ourselves, focusing on coaching and supporting becomes crucial. On the other hand, if the task at hand is routine and simply requires an extra set of eyes, a more directive approach may be suitable. It is important to note that this direction is not necessarily due to a lack of skills in the team member, but rather reflects the value and level of importance associated with the task.

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2 Changing roles

When you promote, demote, or transfer a team member to a different role, you need to adjust your leadership style accordingly. The team member may experience a change in their readiness level, depending on the nature and complexity of the new role. For example, a high-performing team member who is promoted to a leadership position may need more coaching and support than before, while a low-performing team member who is demoted to a simpler role may need more directing and feedback than before. You should communicate the reasons for the role change, clarify the expectations and responsibilities, and provide the necessary training and resources. You should also monitor their progress and performance, and adapt your leadership style as they become more competent and confident in their new role.

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3 Performance issues

When you notice a decline in a team member's performance, you need to identify the root cause and take corrective action. Performance issues can stem from various factors, such as lack of skills, motivation, feedback, resources, or alignment. You should use a situational leadership style that matches the specific problem and the team member's readiness level. For example, if the team member lacks the skills to perform a task, you should use a directing or coaching style to provide more instruction and support. If the team member lacks motivation to perform a task, you should use a supporting or delegating style to provide more recognition and autonomy. You should also provide constructive feedback, set clear goals, and follow up regularly.

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4 Team conflicts

When you encounter a conflict among your team members, you need to resolve it quickly and effectively. Team conflicts can arise from different sources, such as personality clashes, communication breakdowns, competing interests, or unclear roles. You should use a situational leadership style that balances the task and relationship aspects of the conflict. For example, if the conflict is task-related, you should use a directing or coaching style to clarify the objectives, procedures, and standards. If the conflict is relationship-related, you should use a supporting or delegating style to facilitate communication, collaboration, and compromise. You should also encourage mutual respect, trust, and feedback among your team members.

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Madhusudhan Reddy D

CEO, Founder
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Situational leadership need unique skill set and experience. Understand the situation of conditions, limitations, operations, functions, team strength, roles and responsibilities clearly then take active role to prove objectives to achieve the common goal.

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5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you use situational leadership to adapt?

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1 New tasks

2 Changing roles

3 Performance issues

4 Team conflicts

5 Here’s what else to consider

People Management

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How can you use situational leadership to adapt?

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1 New tasks

2 Changing roles

3 Performance issues

4 Team conflicts

5 Here’s what else to consider

People Management

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