Using situational approach to leadership can be successful because of its focus in adaptability and flexibility to different followers’ needs. Northouse (2016) explains, “effective leaders are those who can recognize what followers needs and then adapt their own style to meet those needs” (pg.94). Developed by Blanchard, called Situational Leadership II (SLII) is an extension from the original model developed by Hersey and Blanchard (Northouse, 2016, pg.93). It provides a clearer organization and conceptualized theory of the different types of leader. Since it focuses on both directive and supportive dimensions, each category differs based on the different needs of the followers. The second part of SLII is the development level of followers which can be categorized based on competence and commitment.
An example of where situational approach is effective is General George Patton, one of the high-ranked leader of the US military. Though he was considered a volatile and scary leader, he imprinted his leadership aura on others (Power, 2016). General Patton served the U.S Military and dealt with mostly life-and-death situations during the war that required decisive and quick thinking and responses. Williamson published a Patton biography in 1979 with the pithy title Patton’s Principles: A Handbook for Managers Who Mean it! (Power, 2014) According to an article, Williamson, who published the biography on Gen. Patton stated:
“I served with General George S. Patton Jr. No man served under Gen. Patton; he was always serving with us. In truth, I still serve with Gen. Patton, and he continues to serve with me. He makes me take cold showers, he makes me take deep breaths, and he makes me pull in my bushel of blubber.” (Power, 2014).
In Gen. Patton’s case, his practice of situational leadership can be deemed as a success because of his focus on the needs of the military and soldiers. At war and life-and-death situations, Gen. Patton was able to provide the highly directive approach but low supportive behavior. During the war, a leader was needed to delegate order and plans that may affect the results of the war and lives of his soldiers. Under the SLII, General Patton can be considered under S1, directing and focused on communication of goal achievements (Northouse, 2016, pg.94). In addition, Gen. Patton was more focused on directive and non-emotional approach so it is easier and more accurate to analyze a current situation or issue. During war, emotional support was insignificant and not as highly effective to win the war. Because of his high directive approach, his followers start at the D1 level of low competence and high commitment then can progress to D4 at high competence and high commitment as training is provided alongside the experience of war (Northouse, 2016, pg.95). In more generalized terms, we can make the observation that in a military setting, using situational approach is useful because of its prescriptive value instead of descriptive value (Northouse, 2016, pg. 99). In terms of the military, it is highly strict and disciplined in all aspects – such as training and assessments. Using a situational approach, Northouse (2016) explains “it tells you what you should and should not do in various concepts…provide leaders with a valuable set of guidelines that can facilitate and enhance leadership” (pg. 99). Interpreting Northouse’s explanation, the military is able to train and develop the leaders needed for different situations (i.e. tasks and missions) using the situational approach because it of its high information transfer from leader to follow. Northouse explains, “Situational leadership is easy to understand, intuitively sensible and easily applies in a variety of settings” (pg. 99). Because the prescriptive value of situational approach, General Patton was able to be the leader needed for his soldiers and to inspire others to step into the leadership role.
Another leader that may use situational leadership effectively is a surgeon. In this position, he or she must be able to assess the current situation (vitals and patient health) and be able to make decisive and rational decisions. In an even harder case, a surgeon who is performing surgery on a patient who has lost too much blood or has suffered excessive physical damage, he or she must make the decision to call time of death or attempt to save a life. For a surgeon, he or she can be categorized as S2 under the SLII because of his or her ability to direct a fellow surgeon, nurse or tech on the next steps while being empathetic to the employees who are affected by the event. Being supportive enables the employees to continue with the surgery – even if it was not successful. Northouse (2016) explains, “situational leadership recognizes that followers act differently when doing different goals and that they may act differently during different stages of the same goal” (pg. 99). A surgeon must be flexible and able to adapt of the life-and-death situations inside a surgical room. He or she must also remain the leader needed for his or her followers to move forward with the surgery. A surgeon is able to balance the directive and supportive behavior because of the situational leadership’s strength in moving back and forth to each spectrum.
In the examples provided above, it seems that situational approach to leadership is more highly effective in life-and-death situations since the ultimate decision of the leader is based on lives. Using situational leadership in these two cases is advantageous because each unique situation must be assessed in order to decisively make a decision. Both General Patton and a surgeon must be able to assess the situation without emotional attachment to be an effective leader (low supportive behavior) while displaying high directive behavior. However, both leaders must be able to move back and forth from directive to supportive leadership depending on the situation.
Northouse, P.G. (2016). Leadership: Theory and Practice. Thousand Oaks, CA: Sage Publications, Inc.
Power, R. (2014, August 20). The General Patton Approach to Leadership and Success. Retrieved May 25, 2016, from http://www.inc.com/rhett-power/the-general-patton-approach-to-leadership-and-success.html
Pietro Piumetti says
nice post i enjoyed reading your post and i also agree with your points that you have disscussed in your post. you are absolutely right that directing approach was used by General Pattons as he is the one who provided clear directions, instructions and roles to his follwers.
Moreover, Surgeons should use coaching style of leadership because it is a style that will enhance others performance by developing appropriate skills and abilities needed for this particular position. This style helps to over come minor issues before such issues turns into big problems with no possible solution.
sam6428 says
Your blog was clear and concise and I enjoyed reading it! The situational seems to match General Patton’s approach well. It makes sense that his approach was the S1 – directing style (Northouse, 2016) as opposed to another approach with his men. For one, he likely didn’t have much time or energy to spare to use the S2 or S3 approach with high support. The S3 approach is high support-low directive requiring energy he most likely didn’t have and both the S3 and S4 approach lack the high directive necessary for war. In addition, war seems like a time to put the emotions away and use energy to fight rather than analyze emotions. (Northouse, 2016).
It also makes sense that a surgeon would use the S2 approach, also called the coaching style. He or she must lead with example, but also encourage and increase confidence of his or her team.
Reference
Northouse, P.G. (2016). Leadership: Theory and practice. Los Angeles, CA: Sage Publications.