Do You have a Constant Leadership Style? or Changed Based on The Situation You Are In?
Samer Ghazo, MBA, MCIArb, PMP, DTM
Project & Construction Management | Speaker| Mentor
"Every thing Raises and falls in leadership series"- Lesson # 1 - 'Situational Leadership Model'.
I am going to share with you through "Every thing Raises and falls in leadership series" all related theories, Models and what authors in leadership had written to select the model that suite you.
"Situational leadership" is a well-known theory that’s been applied in training millions of leaders around the world. Paul Hersey developed “situational leadership” with Ken Blanchard on 1970s/early1980s. their premise was that leaders need to adapt their style to fit the performance readiness of their followers. Readiness not only varies by person, it also varies by task. Followers have different levels of motivation and ability for different tasks. The most effective leaders can vary their leadership style to fit the needs of the situation.
Hersey and Blanchard believed that leaders should:
? Keep track of the shifting levels of “readiness” among their followers.
? Stay highly attuned to each situation,
? Acknowledge that situations change constantly, and
? Fine-tune their leadership style to fit the follower’s readiness.
This was “situational leadership.” It dissected the relationship between leaders and their followers into four distinct styles:
1. Directing is for employees requiring a lot of specific guidance to complete the task. It’s primarily a one-way conversation, with little input from the employee.
2. Coaching is for employees who need more than average guidance to complete the task, but with above-average amounts of two-way dialogue. Coaching is for people who both want and need to learn.
3. Supporting is for employees with the skills to complete the task but who may lack the confidence to do it on their own. This style features below-average amounts of direction.
4. Delegating is for employees who score high on motivation, ability, and confidence. They know what to do, how to do it, and can do it on their own. The leader might say.
The four styles are exempt from qualitative judgment. One style is not “better” than another. Each is appropriate to the situation.
The below is the situational leadership model.
