Developing Team Leaders: Building Situational Leadership Skills

In true self-governing teams, the teams are self-selected. That is, their long-term goal brings them together. In the workplace, however, most employees get assigned to a team by the hiring manager and leaders of the organization. That action does not mean, however, that the team cannot rise to the challenge of becoming a self-managed team. With a clear mission, vision, policies and procedures set by effective leaders, employees should be able to collaborate and act to execute on an operational basis with minimal intervention. Subordinates may continue to require support in responding to non-typical situations appropriately, however. Use these tips to develop your team's ability to become a self-managed team with multiple people capable of being leaders.

Identify the Need

Over the years, corporate managers have transitioned from being fearful autocratic bosses to collaborative, democratic liaisons between company leaders and the rank and file. Managers who only provide instruction and correction frequently find themselves acting as a parent to employees. This strategy means they end up doing the work themselves sometimes as well. This approach limits their ability to develop new business strategies and focus on long-term investments. When managers feel overworked and undervalued, that's the time to consider developing more leadership skills in subordinates. The amount of direction and the amount of emotional support a manager must give these subordinates depends on the situation, team members' readiness to accept the challenge, and the team's desire to be self-governing.

Recognize Strengths and Weaknesses

Effective managers initiate tasks, explain requirements, delegate authority and provide an appropriate level of support. They consider subordinates' reactions, and adjust their leadership style, depending on the current situation. Most organizations need to develop these critical administrative skills in team members with a high potential for leadership, as well. This approach requires that all team members recognize their strengths and weaknesses, and ask for help when they need it, but act on their own when they can. There's no best style of leadership. If the task is easy and the support required is minimal, anyone can do it. However, if the job is hard and requires lots of support, typically both the manager and the subordinate need to work together.

Define Readiness 

By identifying the ability and willingness of a particular person to take responsibility for a task, you can determine if a team member can handle a job. An employee's readiness may vary from task to task and may be subjective, as well. So, leaders provide minimal guidance for some tasks but more for others. While this inconsistency may be confusing, once the rationale gets communicated, conflict typically decreases.

Develop Readiness

As a subordinate develops task competence, as-needed support should increase and the need for constant instruction and direction should wane. Some employees, depending on personality and experience, may require more time to become confident enough to accept accountability and commit to job tasks, large or small. When leaders communicate their trust to subordinates to act, these employees feel protected and are usually willing to step up to new challenges. Typically, when leaders don't have a good relationship with their subordinates, more instruction is required from the boss because skills and expertise aren't known. No trust exists. As the relationship develops, and the employee earns the leader's trust, more responsibility can be turned over.

Discerning whether an employee is capable and confident, capable but unconfident, incapable but confident or incapable and unconfident becomes the first step in acting appropriately to develop team leadership within a work group. Remembering to assess each unique situation carefully enables successful development. During periods of intense change and transformation, developing team leaders who can rise to the challenge of maintaining everyday operations can free up managers to work on strategic planning that results in long-term success.

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