Techniques for after Style and Situational
The concept of style and situational approach provides guidelines for how leaders and members can improve communication and increase efficiency in production. The theory is for leaders to recognize how others perceive them and how their behaviors can affect the dynamics at work . (Hughes, Ginnett, & Curphy, 2012). The concept of situational leadership further explains that a leader should change his behavior to suit the needs of the member and the situation. (PSU, 2015) Challenges of course are not only in the leader needing to recognizing that his behaviors need to be altered but also to do it. Leaders may feel disingenuous by modifying their style constantly, however there are techniques that can aid in this concept. The concept of self-monitoring is based on three parts: observation, assessment and control. (Day & Kilduffin, 2003) The intent behind self-monitoring is to present yourself in a manner that would be pleasing and appropriate to others within a workplace or related setting.
If leaders understand the concept of self-monitoring in conjunction with style and situational leadership, the models can be more effective. The leaders and the members can both benefit in this concept. The idea is to build ties with people by building rapport through observation. These ties are professional in nature and are framed around the wants and needs of the intended target and identifying personality conflicts. When the leader needs to approach the employee/member there should be an absence of strong personality. This can be seen as transparent and non-threatening promoting more open communications. This system allows for a member to observe and learn the background of his employee. Often leaders think that by changing their style to be overly friendly, that they will be trusted. However, like the situational theory suggests every member and situation is different and the leader needs to be flexible and adaptive. (Hughes, Ginnett, & Curphy, 2012).
Members can also gain from this technique for career progression. By observing the coworkers in the workplace the member can modify his behavior to suit future needs. The member should align himself with other members that are seen in better light, basically others that are already respected within the community. This can lead to the self-monitoring person being held to that same level of respect. This will ultimately lead to opportunities to prove his ability and worth. Members can also build these “ties” with leaders in order to gain access to additional information. By modifying their behaviors while interacting with the leader, they will ultimately create a bond that is symbiotic and could lead to future advances.
The concept of self-monitoring is now new but is often not practiced. However if combined with other theories it could prove to be fruitful.
Day, D.V. & Kilduff, M. (2003). Self-monitoring personality and work relationships: Individual differences in social networks. In (Barrick, M.R. & Ryan, A.M., eds.) Personality and Work: Reconsidering the Role of Personality in Organizations. Jossey-Bass: San Francisco, CA. (pp. 205-228)
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2012). Leadership: Enhancing the lessons of experience. New York, NY: McGraw-Hill Companies.
PSU. (2015). Introduction to Leadership. Retrieved from https://courses.worldcampus.psu.edu/su15/psych485/001/content/01_lesson/01_page.html