Leadership styles are unique to each leader. Some leadership theories emphasize traits while others rely on skills. Situational leadership combines a leader’s traits and skills and allows for a more flexible style that changes with the situation. This flexibility allows a leader to adapt to various demands in an effort to be an effective leader (Northouse, 2013). The important key points here are the various leadership styles used in conjunctions with the subordinates’ developmental level. This theory, developed by multiple researchers over time, is called the Situational Leadership II Model. I call it the matrix because it involves multiple leadership style combined with various subordinate developmental levels.
To influence others and accomplish goals a leader must employ strategies that are effective. A manger’s style has a lot to do with this influence. The style a leader utilized may work for some subordinates but may be ineffective for others. Beyond the traits and behaviors a leader possesses, each leader has tools to enhance their leadership. Here is where a leader can enter the matrix. By entering the matrix, a leader can employ various styles which may lead to greater effectiveness. These styles includes: delegating, supporting, coaching, and directing. As one can determine from the aforementioned categories, these four styles emphasize directive and supportive behaviors. This allows leaders flexibility when dealing with subordinates, tasks, or situation. In short, it allows a manger to change his or her style with each subordinate and situation.
Development levels are an additional layer to the matrix. The development level focuses on the subordinates skills and attitudes towards accomplishing a task or activity (Northouse, 2013). This is important for a leader to recognize as it will determine which style to apply. The developmental level indicates where an employee resides on a scale which includes: development, interest, and commitment. In other words, it’s critical that a leader understand this combination of commitment and competence for employees of a given task (Northouse, 2013). The developmental level of the subordinates will signal how a leader should approach the situation with regards to style. For example, a new employee may have limited skills and, therefore, may require some coaching from the leader to accomplish the given task. As where a seasoned employee may simply need a delegating approach.
Although the situational approach is available to leaders, it may take more effort, by the leader, to implement or apply this style. The manager or leader must be willing to manage his or her subordinates on a one-on-one basis. Additionally, the situational approach is not without criticism. Northouse (2013) explains that measuring how competence and commitment are conceptualized for each developmental stage can prove challenging. Furthermore, the model itself does not address how matching leaders with subordinates may affect the subordinates’ performance (Northouse, 2013).
To conclude, the situational approach to leadership can be an effective method to leading people in different situations. The model provides a method of applying four different styles of leadership to a range of a subordinate’s developmental stages. “Effective leaders are those who can recognize what employees need and then adapts their own style to meet those needs (Northouse, 2013, p.100).” If a leader can accomplish goals and tasks while meeting the needs of his or her subordinates using situational leadership than entering the matrix may ultimately prove effective.
References
Northouse, P. G. (2013). Leadership: Theory and Practice (Sixth ed.). Los Angeles: Sage Publications, Inc.