Adapting your approach
Situational leadership improves your ability to lead others and to respond effectively to situations.
Different leadership styles
By adjusting your style to match each challenge, you are more likely to achieve your desired outcome. To decide which approach is best, you need to consider the issues, what needs to happen and the people involved. To develop your situational leadership, you must be self-aware and understand your own style and how it impacts others.
The model of situational leadership developed by Ken Blanchard and Spencer Johnson identifies and details the different leadership styles.
Leadership style Characteristics
Directing
………..telling Centres on structure, control and supervision and one-way communication
Effective for teams that are new, temporary or forming
A hands-on, decisive and involved approach that directs and emphasizes tasks and deadlines
Coaching
……….engaging
Focuses on directing and supporting – using teaching and guiding skills
Works well with teams that have worked together for a period of time
Promotes a balance between short-term and long-term needs – such as monitoring target achievement while developing longer-term priorities
Supporting
……….developing
Involves praising, listening and facilitating development
Appropriate for teams that continue to function well
Leaders are no longer involved in short-term performance and operational measures
Long-term aspects are more important, with a focus on individual and team development, planning and innovation
Delegating
…….hands-off
…….facilitating
Responsibility for routine decisions is handed over
Works best with a highly experienced, successful team when little involvement is needed
The focus is on working externally for the team by developing networks, securing resources and sharing best practice
Intervention is usually at the request of the team wanting support and advice with defining problems, devising solutions or handling problems
Using the right style
Each situation should use the most appropriate style. For example, directing is useful in exceptional circumstances such as a crisis requiring people to follow a particular course of action or when handling difficult personnel issues.
To decide which style is appropriate, assess the competence, ability, confidence and motivation of those involved. For example:
• Low confidence may indicate reduced commitment, so a supportive and encouraging style is appropriate.
• Low motivation requires a listening approach, to identify the causes and change the situation.