After reading the assigned Northouse text and lesson commentary on the situational approach, it has become more evident why this approach is well-known and frequently used for leadership training across several organizations. Unlike the trait or psychodynamic approach, Northouse (2013) states that the situational approach focuses on leadership in various situations. The main theory behind it is that different situations will require different types of leadership. Therefore, effective leadership involves leaders adapting their styles to the demands of the situation. I believe that one of the greatest strengths of this approach is that it emphasizes the differences of individuals. Leaders must realize that their subordinates vary in numerous regards including their experience, intelligence, and work ethic. For that reason, it is essential that leaders be flexible with their leadership style and adjust it according to their subordinates’ needs.
Thinking back to my internship working for a general contractor this previous summer in Washington, D.C., I believe that the situational approach applied rather well to my project manager. As the leader on the project site, my project manager had the opportunity to exercise the four leadership styles as mentioned by Northouse (2013) which are: delegating, supporting, coaching, and directing. When working with members on the project team with years of experience, such as the superintendents, assistant project managers, and quality control manager, my project manager was able to apply a supporting or delegating leadership type. That is, he would assign them work and sometimes listen for their input. Overall, he was able to trust that these members of the project team would be able to accomplish the assigned tasks in a timely matter while being able to make their own decisions. Those on the project team with less experience, such as the project engineers and interns, received other types of leadership styles from the project manager, most notably the coaching and directing styles. These leadership styles require that the project manager give more specific instruction on how to achieve goals because the project engineers and interns may not be the most knowledgeable and experienced on the project.
In conclusion, I believe that my example was able to exemplify the universality of the situational approach. My project manager was able to change his leadership style depending on the needs and experience of his subordinates. It is important to note that the situational approach may have applied to anybody on the project team. For example, a project engineer may have applied a coaching style when helping an intern achieve a task that was assigned by the project manager. This proves the practicality and prescriptive values of the situational approach as employees and leaders of any level may utilize it in nearly any situation.
Reference:
Northouse, P. G. (2013). Leadership: Theory and Practice (6th edition). Thousand Oaks, California: Sage Publications.
CLAUDIA MENDEZ BAIRD says
Your experience in your internship exemplify the situational leadership approach in a broad context, one would like to add to your example some of the strengths of situational leadership.
Situational leadership is often use by organizations in leadership training. 400 out of the Fortune 500 companies perceive situational leadership as an effective model for training leaders (Northouse, 2013). Situational leadership is easy to understand and straightforward, because of those characteristics there is a wide range of environments and situations that facilitates the application of situational leadership. Other important characteristic of situational leadership is that is prescriptive, the situation determines which style of leadership is needed. As you mention in you example, directive, delegating, or supporting (Northouse, 2013). There is also important to have in consideration that in spite of the wide acceptance of the theory, there also some criticism, such, as the fact that it does not address the issue whether the leadership should be one- on-one or group lead. The question here is; Should the leader accommodate his leadership to each individual level or to the level of the group as whole? (Northouse, 2013)
References
Northouse, P. G. (2013). Leadership Theory and Practice (Sixth ed.). SAGE.
BROOKLYNE NICOLE RIDDER says
The example portrays this theory very well, I would agree. Do you think that the managerial positions could have used other leadership approaches and have been just as successful? In my opinion this is the best approach to use because as you state and as Northouse explains the individual is the important factor. Every person is different and needs different leading styles according to the situation they find themselves in. If someone is inexperienced you should not treat them the same way as someone who has been part of a company for over twenty years. In our society today, that could even be looked at as disrespectful if you treat someone the same way as a new employee. This idea of leading in the same manner could make that experienced individual feel as if you believe they are incompetent. In actuality the leader may not being using this situational approach. I use an example on the track and field team where my coach used directing styles more when I was a freshman compared to now where I am more experienced and the focus is more delegating.
TRICIA L HEFFRON says
As a manager and a leader, I consider myself to be more an example of a person who falls under the trait leadership category. However, I can relate my work experience to the situational approach to leadership.
The situational approach to leadership does not come naturally to me. As you originally stated, “It is essential that leaders be flexible with their leadership style and adjust it according to their subordinates’ needs”. I have to make a conscious effort to adjust my leadership style to the competence and commitment of my followers. There have been many times that I have failed to do so and as a result, my leadership was ineffective. Achievement of the team’s goal(s) was at a standstill until I recognized that I had to adjust my leadership style.
After assessing where I stand regarding task behaviors, also known as directive behaviors, I seem to dominate in this area. “Directive behaviors include telling people what to do, how to do it, when to do it, and who is to do it” (PSU, WC L.5.). It is obvious that I have had no difficulty explaining responsibilities to my followers! On the other hand, I seem to be lacking in supportive behaviors at times. “Supportive behaviors include listening, encouraging, facilitating, clarifying, and giving emotional support” (PSU WC, L.5.). These are not my strong suit!
In your example, you discussed your former Project Manager and how he was able to appropriately apply the categories of directive and supportive behaviors of directing, coaching, supporting and delegating, based on the situation. Based on my strengths and weaknesses, it is easy to see that my leadership style is directing. I have a high directive-low supportive style. Because I am aware of this, I need to be more cognizant of my followers’ needs and incorporate coaching, supporting and delegating styles when the situation calls for it. Your former Project Manager seems to have grasped the exact way to adapt and follow through on the situational approach to leadership.
In summary, it is not always easy to adapt to the situational approach to leadership. I think the more years of service a person has with a company, it is easy to become complacent and expect others to just do their jobs without having to hold their hands. But as we learned from the readings, to be an effective leader one must learn to adapt his or her style to the needs of the followers (Northouse, 2013). For additional information on learning how to apply the situational approach to leadership please visit the following website: http://www.ehow.com/how
References
Pennsylvania State University World Campus. (2011). Retrieved February 6, 2013, from PSYCH 485 Lesson 05: Style & Situational Approaches: https://elearning.la.psu.edu/psych485/lesson-5
Hagan, B. (n.d.). How To Apply Situational Leadership. Retrieved February 7, 2013, from eHow Money: http://www.ehow.com/how
Northouse, P. (2013). Leadership Theory and Practice. Thousand Oaks: Sage Publications, Inc.