What factors in a situational approach could contribute to the misreading of development and therefore to the adoption of an inappropriate style of leadership?
First, according to Northouse (2013), for leaders to be effective, it is essential that they determine where subordinates are on the developmental continuum and adapt their leadership styles so they directly match their style to the developmental level. Developmental level is the degree to which subordinates have the competency and commitment necessary to accomplish a given task or activity (Blanchard et al., 1993 as cited in Northouse, 2013). If a leader can’t determine where the subordinates are in reference to their development, they obviously won’t be able to adapt the correct leadership styles in order to be effect leaders. For example, an employee could be skilled and motivated for one part of their job but lack competence in another part of their job. This could send a mixed message to the leader and subsequently the leader may not be able to identify their developmental level.
Another problem may be that even though an employee may be considered a D4 (highest in development and having a high degree of competence and commitment to get the job done), I can’t see where this would always be the case. I don’t think that each employee that would or could be identified as a D4 always has the commitment to get the job done even though they do have the competency. In example, let’s say I have worked at an organization for 15 years. There is an opportunity for a promotion coming up. The interview is held for the new promotion with me and Susie, who has only worked for the organization for 2 years. For arguments sake, let’s say we both have similar educational experiences, work experience and our employment reviews have been exemplary. Susie ends up getting the new job with the promotion; I on the other hand, do not. I am still a competent D4, but now I am going to lack commitment because I was passed up on the promotion when clearly I should have been a front runner in my mind. I still want to be professional, so I still seem as though I not only have the competency but also the commitment. This would be an instance where in my opinion; it would be misleading for a leader to identify my developmental level. If a leader is unable to identify the correct developmental level, how is the leader able to move on to the second task, which according to Northouse (2013), adapting his or her style to the prescribed leadership style represented in the SLII model.
Do you agree? What are your thoughts?
References:
Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage Publications.