When the role of a leader is considered, people may think of an intimidating individual who tends to rule with an iron fist; or they may think of a likeable and accommodating person. We have already explored where the first scenario stems from, via the narcissistic personality of the psychodynamic approach, but what approach accounts for the empathetic leader? And where do the needs of the followers come in?
Enter the situational approach. I could refer to the various levels and codes associated with this leadership approach, but what really struck me is the attention to the followers’ needs. Most of us might assume a leader is followed because the followers respect him or her, but how is that respect earned? Simply put, the leadership process is reciprocal. A leader’s actions need to benefit the followers, or thus he or she risks losing respect or must anticipate a disturbance. What is refreshing about the situational leadership approach is its emphasis on “leader flexibility” (Northouse, 2013, p. 105). In other words, situational leadership examines the needs of followers, and adjusts the leadership style accordingly. Some followers may thrive more efficiently with an increased support system, while others may fare better with a little more direction.
Recently, an issue arose at my workplace regarding a new policy that will soon be enacted by a new leader. While this policy may increase the efficiency of the business, it adversely affects a sizable portion of employees. This particular employee demographic depends largely on tips to supplement their income, and this new idea imposes limits of productivity, and thus imposes on income earned. Many individuals are open to and embrace change, however, the sole reason people have jobs is to earn money to pay for bills and provide for themselves and their families. When a new policy affects income, you had better believe issues will arise, and respect will be lost. Some employees may even leave after providing 10, 15, or even 20 years of loyal service, only to have their mostly consistent salaries slashed for the “benefit” of the company. Clearly, the situational approach to leadership has not been utilized in this situation, as the policy was a protected secret until its unveiling. Why the secrecy? I work in a place where nothing is sacred, and the only information that is hidden is generally the kind that causes an uproar. Those in the position of leadership showed no concern or empathy for employees regarding the facilitation of this change. Because of this blatant disregard for employee needs, an uprising or termination of employment is imminent as a reaction.
What can be done to mend this situation? It is likely that all affected employees will bring the issue to the leader’s attention, expressing concern in a civil and diplomatic way. While the leader’s reaction cannot be accurately predicted, an effective situational approach would be to listen to the needs of the subordinates, and amend the policy or reach a compromise. In this sense, both the leader and the followers are satisfied in some way. In this particular situation, support is needed from the leader in some form of appreciation, as the followers need to be reassured they have not put in years of hard work and service only to be robbed of their benefits.
So what course of action should the leader take in this situation? Attempt to impose change for the business to run more efficiently? Or risk losing employees along with their respect? Either way, efficiency will be affected, as employees certainly are not going to work harder for decreased salary.
Northouse, P. G. (2013). Leadership: Theory and Practice. London: Sage Publications.