References and Further Reading. Leadership Behaviour Continuum - Tannenbaum and Schmidt. What is the Tannenbaum and Schmidt Continuum? Tannenbaum and Schmidt Continuum Overview. Situational Pressures. The Leader's Inner Pressures. Pressures Coming From Subordinates. Contingency Model - Fred Fiedler. What is Fiedler's Contingency Model?
Fiedler - Leadership Styles. Fiedler - Situational Favourableness. Leadership Effectiveness. Fiedel's View of Personality. Limitations of Fiedler's Contingency Model.
Path-Goal Theory - Robert House. Follower Characteristics. Workplace Characteristics. Behavioural Styles. Leadership Styles. Summary and Comparison with Other Models.
What is Situational Leadership? Features of The Situational Leadership Model. Interpretation of Hersey and Blanchard Basic Structure. Comparison with Other Leadership Models. Followers and Leaders. Adaptive Leadership and Implications. Four-Frame Model - Bolman and Deal. Implications of the Four Frame Model. Reddin's 3D Leadership Model. What is Reddin's 3D Leadership Model? Reddin Background Information. The 3D Leadership Model.
Choosing the Most Appropriate Leadership Style. This works well when clear direction is needed, but can be problematic if the team members are highly experienced and knowledgeable and might resent being dictated to. Affiliative Leader A positive reinforcement and morale-boosting style. The leader praises and encourages the employees, refraining from criticism or reprimand. The goal is to foster team bonding and connectedness, along with a sense of belonging. This approach works best in times of stress and trauma or when trust needs to be rebuilt.
It is not likely to be sufficient as a long-term or exclusive strategy. Coaching Leader The leader focuses on helping individual employees build their skills and develop their talents. This approach works best when employees are receptive to guidance and willing to hear about their weaknesses and where they need to improve. Democratic Leader The leader intentionally involves followers in the decision-making process by seeking their opinion and allowing them a voice in the final decision.
Coercive Leader The leader acts as the ultimate authority and demands immediate compliance with directions, even applying pressure as needed. This can be appropriate in times of crisis or disaster, but is not advisable in healthy situations. Licenses and Attributions.
CC licensed content, Original. The leader sets aggressive goals and standards and drives employees to reach them. The leader authoritatively provides a direction and goals for the team, expecting the team to follow his lead.
A positive reinforcement and morale-boosting style. These developed team members are highly skilled and sometimes have more expertise than the leader in their field.
However, they may be experiencing a lack of drive or confidence around performing a particular task. The most appropriate leadership style to use here is one that supports team members and encourages participation S3. The skills and knowledge of the team can be applied to the challenge at hand. These developed team members are highly skilled, often more so than the leader, and they have a high level of motivation and commitment. The leadership style that best supports this situation is delegation S4.
The leader empowers team members to work independently toward achieving agreed-upon goals. Share more about organizational goals so team members can make more informed decisions.
Situational leadership requires leaders to have multiple leadership styles and move among them. This might require practice to develop. So might the organization.
This can make it challenging to develop the full scope needed to be an effective situational leader. Different situations require different leadership styles to bring out the best results. It often takes conscious effort to develop these skills. A great leader should develop the following characteristics of situational leadership, including:. Dwight D. Eisenhower was the supreme allied commander during World War II.
He then became the President of the United States. His success in each of these roles is often attributed to his ability to leverage different leadership styles in each situation. His ability to adapt to various situations and people helped him become a great diplomat and leader. Colin Powell is a former :. His roles have dictated that he be a decisive leader, and his military rank assumes that his subordinates follow orders.
Still, he believed in taking a situational leadership approach with his commanders in the army. He recognized that everyone he worked with had different:. Powell further explains that he understands each human is different, and that the best leaders are those who can figure out how to get the best out of each individual. Many considered him one of the best in American history. Under his leadership, the Bruins won 10 championships, seven of them consecutive. They managed an game winning streak over three seasons, despite having a team that was constantly changing.
She was named the 11th greatest coach — of any sport — of all time. Situational leadership is a flexible leadership style that adapts to the needs of employees and situations. It comes very intuitively to many leaders and is straightforward to apply. Leaders evaluate the situation and decide which leadership style is most supportive.
Situational leaders tend to stay in close communication with team members. This helps them build strong relationships with the team.
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