Among the many models depicting theories of leadership, there are a few notable models. Among such models is the Situational Leadership Theory developed by Paul Hersey and Ken Blanchard. It is believed that leaders need to change the nature of the type of leadership exhibited according to the specific situation and maturity level of a team. According to the theorists, no specific leadership style suits every situation, but the leader must analyze and change according to the situation. This flexibility helps in achieving results as per intention in different situations.
Situational leadership theory is an assumption that completely holds that the effective performance of any leader depends exclusively on the measure in which the leader’s style fulfills the group’s needs in a given instance. According to Hersey and Blanchard, there are four main styles:
Telling (S1) – This is a directive style in which the leader clearly directs what has to be done and keeps close control of the work. This is suitable for instances when the team members are novices or lack skills.
Selling (S2)This is more of an interactional style in which the leader offers guidance, but still shows an ability to provide support, motivate, and encourage. The selling approach works well for those team members developing their skills but still require some guidance.
Participating (S3) This one has participation and solving problems of other team members in which they are provided less direction but more support through giving participation. It has to be used in cases of a team whose members are competent yet need motivating and developing with confidence.
Delegating (S4) This style involves almost no direction because of the high member skills to work on their own. It is where one trusts the teams to decide or take responsibility.
The effectiveness of these styles of leadership depends on the maturity of the team members, which are categorized into four stages below:
M1 (Low Maturity): Members of the team lack either skills or motivation to complete the work alone.
M2 or average maturity: Individuals in the group possess certain skills. However, guidance and motivation to work on something are needed by them.
M3 or mature group: Individuals have skills. Though they are successful at times; however, that is only through some kind of encouragement and facilitation.
M4 or the extremely mature group: Individuals possess certain high-level skills, are self-motivated, and may work alone also.
The key takeaway from the situational leadership theory is that the leader should be adaptable and assess the situation and the readiness of the followers before deciding on an appropriate style of leadership.
Leadership Development and Its Purpose
An effective leader can only be developed if they are trained to understand and apply the principles of Situational Leadership Theory. The effective leadership training program is capable enough to create urgency in the leaders to realize that their styles must change as per the team needs and improve the skills of handling and motivating diverse teams.
Leadership training can
Teach how to judge situations: Leaders are trained on the maturity levels of team members in various situations. This helps them know whether a more directive or supportive approach is required and when to step back and delegate responsibilities.
It focuses on flexibility in leadership: The ability to change one’s leadership style is one of the basic elements of a leadership training course. Leaders, in this theory of Situational Leadership, are trained to be flexible and adjust according to the situation at hand.
Enhances Development of Good Communicative Abilities : Leadership training sharpens one’s communication-the greatest facilitator toward clear and comprehensive directions for team efforts and relevant constructive feedback in exchange. With set goals on them, such form, and understanding these can also have them merge towards their sub-ordinates’s ends.
Build Trust and Relationships: Leadership training has much to do with building trust among the team members. Leaders who delegate work also have to empower others should depend upon the quality of relationships. It gives the training the essential equipment necessary for building this degree of trust in such a manner that an ideal working environment seems possible.
Self-Recognition: A great leader should know both strengths and weaknesses. Leadership development should help the leaders focus inward, have an awareness of one’s leadership styles as well as how a person can improve.
Foster Decision Making: In all the leadership roles, decision-making is a continuous activity. The Situational Leadership Theory expects leaders to decide based on their team’s strengths and the context in which it will be deployed. Leadership development provides techniques to take decisions that help both the team and the entire organization.
Conflict Resolution: No team lacks its problems, and leadership development teaches leaders conflict resolution. The Situational Leadership-trained leaders can recognize at what point conflict has arisen and thus take the proper action, change their leadership, and keep team cohesion intact.
Using Situational Leadership Theory in Situational Leadership Training
In leadership training programs with Situational Leadership Theory incorporated, organizations have a few pragmatic practices to focus on:
Scenario-Based Learning: Training programs use real-life case studies or role-playing scenarios to help leaders practice adjusting their leadership style. Participants can assess the situation, determine the maturity level of the team, and choose the most appropriate leadership approach.
Feedback and Coaching: The emerging leaders will always receive feedback on their effectiveness as a leader, making them aware of when they have to change their style. Such constant support enhances the need to adjust in different team settings.
Development Plans: Besides this, leadership training may include personal development plans that center on improvement skills related to the conceptions of leadership, such as communication, delegation, and decision-making. This prepares the leader well to respond to challenging situations.
Peer Learning: Peer learning via leadership training enables the sharing of experiences, challenges, and lessons learned amongst people. By doing so, such collective learning fosters the value of adapting styles of leadership in order to cater to diverse perspectives and new experiences.
Conclusion: The Situational Leadership Theory provides a more comprehensive framework upon which leaders could identify the needs of the team and be able to shift their strategies based on it. The training of this skill in a leader will be useful in its application to practical cases. Combining flexible leadership with a thorough appreciation of the level of maturity of its members will maximize effectiveness by teams, leading to unity, motivation, and higher productivity at work.
