Lead and manage

• Home
• Volunteers >
• Event Staff >
• Leading and managing >
  • Leadership styles
  • Situational Leadership
  • Leading your team
  • Coaching your team
  • Mentoring your team
  • Counselling your team
  • Assessment item
• Induction and Training >
• Monitor staff/volunteers >
• Recognise and support >

Situational Leadership

 

 

 

 

Situational leadership is based on Hersey and Blanchard's leadership research. It proposes that effective leadership is achieved when the leader modifies their leadership style to suit the specific situation. Possible situational influences to consider are:

• time pressures to complete the task
• the complexity and importance of the task
• the existing skill and knowledge of the team (or members of it)
• the level of risk involved if the task is not completed well
• the culture of the organisation and its management style
  

The key situational influence is the team member's level of experience and skill competence. These elements have a direct impact on the level of directive or supportive behaviour that the leader uses to influence the team member's performance.

As a leader, your goal should be to progressively increase your team's level of skill and commitment by moving from directive behaviour to supportive behaviour.

Direct leadership behaviour involves clearly telling the person what, when and how they must complete a task. The leader closely supervising the worker's performance follows this style.
Supportive behaviour involves providing support and encouragement to the worker in an effort to lift their skill level and performance. As the worker's skill level increases they are encouraged to become more involved in problem solving and the decision making process.

Situational leadership consists of four main styles that can be used and each has a specific purpose:

1. directing –a directive behaviour
2. coaching –a directive behaviour
3. supporting –a supportive behaviour
4. delegating- a supportive behaviour

Directing behaviour is a style that is suited to a leader that is working with a new or inexperienced team member who needs specific directions and close supervision. This should be used when the employee has a low skill level or lacks commitment and enthusiasm.

Coaching is a leadership style best suited when working with a team member with limited experience or skills. They need direction and supervision also although the team member might have a moderate level of skill but lacks any sort of commitment. This leadership style offers the team limited opportunity to participate in the decision making process.

Supporting is a leadership style that s suited to workers that have good skill levels and experience. They don't need close supervision or direction because of their current skills and experience but they need support to build their confidence and motivation. The responsibility for making decisions is also shared with them.

Delegating is a leadership style suited to workers that have high levels of skill and experience. These workers are usually willing and able to work on their own with no supervision or direction. They are also given the responsibility for making relevant decisions.

 

To do

Think about the following situations, and match to the appropriate leadership style you would adopt given the situation. 

• Team is not working well together
• Everything is going well
• Time pressures significant
• Team work well together
• Goals are unclear
• Team is confused or uncertain
• Team understands the task clearly
• Unskilled or inexperienced team
• Team is committed to achieve the task/goals
• There is a crisis

 

Cut and paste the situation under the correct leadership style in the table below.

Strong leadership style (hands –on) is appropriate when:	Laissez-faire (hands-off) leadership is fine when:

Source:  Management theory and practice 3rd Edition, Kris Cole

 

| Print |