Whether one realizes it or not, the situational approach to leadership is used every day in millions of organizations. This theory is based on the premise that leaders need to meet followers where they are in regard to their competency and commitment (p. 94). This means that depending on the follower’s needs, the leader must adjust his level of directive and supportive behavior to provide the best guidance and environment for that follower. As described by SLII model (p. 95) there are four various approaches a leader can take depending on the follower’s development level: directing, coaching, supporting, and delegating. These four lie on a continuum and a leader needs to be able to assess each follower’s development level and adjust his approach accordingly.
I’m going to use my supervisor, Ted, as an example again. Whether Ted realizes it or not, every day he uses the situational approach with each of us individually as well as with us as a team. For the most part, he uses a delegating approach as our team is seasoned and knowledgeable and have confidence in our abilities to perform our job duties. The level of directive and supportive behavior required from Ted on a day-to-day basis is minimal. However, there are times when he needs to adjust his approach and he does so without hesitation.
Individually, we all have different strengths and weaknesses. In the areas of our individual weaknesses Ted provides an environment comprised of higher directive and higher supportive behaviors to better ensure our improvement and ultimate success. For example, Albert is very meticulous on his files; however, this slows down his production. Ted spends a lot of time with Albert brainstorming about how to speed up his research without sacrificing his accuracy while also assuring him that he is fully capable of doing his job. After six months of this personal coaching, Albert’s production numbers are beginning to increase, and he shows more confidence in his abilities.
I have also noticed that as a team we have strengths and weaknesses. These mainly revolve around specific compliance issues. With most compliance areas, Ted is able to take a delegating approach because our team excels. However, one compliance area is relatively new with continually changing regulations. This makes it difficult for our team to navigate the red tape of regulation and reporting requirements. Because of this, Ted take on more of a coaching approach. He spends more time helping everyone understand the changing rules and regs while reassuring us all that once the issues get ironed out, we will master this compliance issue.
If Ted used the wrong approach in the wrong situation, the effect on team members would be negative. For instance, if Albert felt confident in his ability to perform but Ted still insisted on providing a coaching approach, this could signal to Albert that Ted lacked confidence in Albert. This would undermine Albert’s confidence and perhaps decrease his performance.
The situational approach to leadership is necessary and almost seems innate. The concept of “meeting people where they are at” is found in many different areas of life and is very common in the world of psychology. Why wouldn’t it be true in leadership, as well?
Reference:
Northouse, P.G. (2016). Leadership: Theory and practice (7th ed.). Sage Publications.
Amanda Elizabeth Drumheiser says
Chelsea,
I enjoyed reading your post and the examples from Ted, he seems like a really great leader. Just adding to your post, it seems as though Ted also utilizes the developmental levels of his subordinates to determine the best route. For example, Albert may be development level one (D1) because he is willing to perform the task, but currently unable to (PSU WC, L5). Ted recognizes Albert is D1 and as according to the theory, intervenes with directive behaviors (PSU WC, L5). His directive behaviors allow Albert to improve his production numbers and work more efficiently, moving him up to development level four (D4), where he is both able and willing to do the job with little intervention from Ted (PSU WC, L5).
As you have mentioned, it is important that Ted does not overestimate or underestimate his team member’s abilities because this can lead to them not feeling confident. Therefore, Ted must always be assessing the changing development levels of his team members and using the situational approach to adjust accordingly.
Great post!
Amanda
Citations:
Pennsylvania State University World Campus (2019). PSYCH 485 Lesson 5: Style and situational approaches. Retrieved from 15 February 2019 from https://psu.instructure.com/courses/1975088/modules/items/25786805.