¶ … leadership capability relation accepted model leadership management. Part 1. 'Situational leadership redundant a task .' As a future leader teams, present arguments statement.
Situational leadership
The internal environment within economic agents is suffering dramatic changes within the modern day society and this is the result of numerous pressures from the internal and external environments, such as technology, competition or increasing demands from the various categories of stakeholders. In such a setting, the role of the leaders and managers gradually increases, as these come to portray the link between executives and employees, and they are more essential in ensuring that the firms attain their overall objectives.
As the role of leaders and managers increases, the emphasis placed on the formation of the leaders and managers must also increase. In such a setting then, the current project sets out to discuss the situational leadership model through the lenses of its applicability within the context of a specific task. As this step is completed, the project moves on to the analysis of the leadership model for the individual, in the context of the feedback received from their peers. Last, an action plan is developed to support the future development of the forming leader.
2. Situational leadership in the context of tasks
In a generic formulation, situational leadership is understood as a managerial style in which the leader changes their approach in order to better serve the needs of their followers (Tool INGU). The term was coined by Kenneth Blanchard and Paul Hersey and it is more and more popular within the specialized literature due to the innovative approach to leadership (Oster). The definitions available in the literature vary from one source to the other, yet the differences are mostly common at the level of terminology used, whereas the essence of the explanations remains the same. In such a setting, a pertinent and relevant definition is represented by the one offered by Leigh Anthony, as revealed below:
"Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence. With situational leadership, it is up to the leader to change his style, not the follower to adapt to the leader's style. In situational leadership, the style may change continually to meet the needs of others in the organization based on the situation" (Anthony).
In the general formulation, the situational leadership model states that the manager will change their managerial style based on the features of the followers, revealing how important the transformational side is for managers relative to the employees (Wofford, Whittington and Goodwin, 2001). In practice however, the traits of the followers represent one dimension of the changes implemented in the managerial style. Within the context of the company then, situational leadership might demand changes to be implemented as a result of the action of various forces outside the employees, such as the evolution of technologies, the emergence of a business change or the need to implement an emergency plan. In such instances, rapid change is often required, and the employees would be expected to feel reticence and resistance towards the change. In order to reduce or even eliminate this resistance, the situational leader will focus on good communications (Oster); in attaining this objective, the situational leader will make use of charisma (Humphreys, Zhao, Ingram, Gladstone and Basham, 2010).
In the context of tasks, the role of situational leadership is questionable, and it is even sometimes argued that situational leadership is redundant when there is a task to be performed. In order to discuss this statement, it is necessary to state that situational leadership, as coined by its two creators -- Kenneth Blanchard and Paul Hersey -- is perceived as a combination of two sets of behavioural norms, namely the task behaviour and the relational behaviour. In other words, situational leadership pertains to both the relationship of the manager with the subalterns, as well as the features of the task at hand (Ireh and Bailey, 1999).
"Task Behavior is the extent to which leaders are likely to organize and define the roles of the members of their group (followers) by explaining what activities each is to do and when, where, and how tasks are to be accomplished; characterized by endeavoring to establish well-defined patterns of organization, channels of communication, and ways of getting jobs accomplished . . . Relationship Behavior is the extent to which leaders are likely to maintain personal relationships between themselves and members of their group (followers) by opening up channels of communication, providing social...
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