In contrast, a "selling and coaching" (S2) approach is demanded when the leader knows the follower may be uncertain about how to perform the task, but the subordinate has a high level of commitment, as in the case of an intern or a new hire. S2 is a motivational or mentoring approach. The employee craves direction, but will be motivated more by personality and praise than 'carrots and sticks' versus the S1 situation (Straker 2004).
A "participating/supporting" leadership situation (S3) is when the leader knows that the employees can complete the task but the manager wants more of an emotional investment or a higher level of excellence. An example of this approach might be a manager of a fast food establishment with a teenage, low-skilled workforce. The employees can do the job, but needs more motivation to perform at a high level rather than task-specific direction. Finally, an (S4) situation of "delegating and observing" is when a leader and a follower both have a high level of competence and commitment to the task. The leader is supportive, as in a S2 situation, but does not need to constantly watch and monitor the behavior of the follower (Straker 2004).
Situational leadership advocates believe that leadership relationships are highly dependent upon the environment, in contrast to transformational leadership where the leader is seen as having a great deal of power to charismatically transform the organization. In some instances, a transformational approach must be stressed, as in the case of S2 and S4 relationships. In other instances, some aspect of transactional or purely mercenary motivational strategies might be required. An S1 individual might only be motivated by pay and fear of being fired, while an S3 type of employee, although competent, might also need some stricter penalties to feel motivated to perform, not just inspiration.
Not even transactional leadership advocates believe that emotional qualities alone can spur employees on to high levels of performance -- however, in contrast to situational leadership advocates, they would stress that even the most purely functional relationships can benefit from the employee having a stronger sense of mission and enthusiasm. If the employee answering the phone believes that he or she is in a transforming organization, the subordinate will project a better image for the company...
However, Avery points out an important shift in managerial leadership styles. She sees it as a shift in the balance of power within an organization, rather than a shift in the way managers perform their daily tasks. She states, leadership involves letting go of conventional notions of control, order, and hierarchy, replacing them with trust and an acceptance of continual change, chaos, and respect for diverse members of the
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