Leadership Is the Approach Used

¶ … leadership is the approach used by the managers wherein they use different approaches to different people at different situations. 'Situational leaders are able to adapt their leadership style to fit their followers and situations in which they are working' (Erven 2001). It promotes a varied and realistic view of the problems in the business organization. Real problems are analyzed, interpreted and evaluated under values consideration. Managers using situational approach choose between directive and supportive behaviors in dealing with the problem. In 'directive behavior, they are relying in providing structure, control and close supervision for the people with whom they are working while supportive behavior rely on praise and two-way communication in facilitating the work of their employees and co-workers' (Erven 2001).

Situational leaders decide on the issues based on the employees' personalities, types of works, organizational structure, preferences and the influences of higher management. 'Fred Friedler's contingency theory centers on the belief that there is no best way for managers to lead and different situations create different leadership's style requirements for managers' (Staehle 1976). In this case, one style of management may be working in one person or environment but may not be effective in another. 'Friedler added that the three elements that dictate situational control are task structure, leader/member relations and positioning power' (Staehle 1976). Task structure refers to the task or work that is required for the subordinate or the employee. Leader/member relations indicate the severity of loyalty, dependability and support that the subordinate gives to the leader. It is considered favorable relationship when the subordinate performs a highly-formed task structure and the manager rewards and/or punishes employees without any problems. On the other hand, it is called unfavorable relationship when the subordinate poorly performed the task and the leader has a limited authority to impose punishment. Positioning power 'measures the amount of power or authority a manager perceives the organization has given him for the purpose of directing, rewarding and punishing subordinates' (Erven 2001).

According to Ken Blanchard 'four leadership styles stems out of combinations of supportive and directive behaviors and that include directing, coaching, supporting and delegating styles' (Erven 2001). Leading gives emphasis on the supervision of control over the subordinate, coaching gives importance in providing information on the work requirements and solicits suggestions while still assuming control over the situation, supporting indicates support on the follower or employee rather than taking control and delegating entails the turning over of the responsibility of the manager to the subordinate.