Leaders in different organizations often use different leadership styles to govern and lead their personnel. One method of leadership that some leaders apply in their daily routines is situational leadership. Most of leaders have realised that they is need to rely on modern approaches of leadership in their firms. Therefore, they opt to use situational leadership that tackles various aspects of their organization. On the other hand, leaders in modern companies have also realised that the success of any business relies on the ability to suite every stakeholder in the firm. They can only achieve such a goal if they rely on the use of a leadership style that allows them to do the same. Moreover, using a theory of leadership that also focuses on the effectiveness of the human resources is an important and effective approach of leading their organizations. Therefore, this paper discusses the reasons situational leadership is useful and relevant in developing an effective leadership culture.
Situational leadership is defined as an adaptive leadership style that enables the leaders to take stock of the team members in the organization, compare and contrast the different variables in their organizations and chose the best leadership style that best fit their circumstances and situations (Allen, 2014). Situational leadership allows the leaders to exploit all the potentials that their employees and managers have to help them meet the goals and objectives of the firm. Many leaders in modern organization have realised that times have changed and they can no longer lead based on their skills and abilities. However, they understand the fact that they need the input of all the managers, employees, and other stakeholders in the organization to ensure that the firm achieve the necessary success.
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Therefore, one reason situational leadership is relevant in creating an effective leadership culture is because, it make it possible for leaders to be able to recognise the potentials in their employees (Daft, 2014). Using this approach makes it possible for managers to know the potentials that all their employees possess. They are then capable of using these potential to assign work that their employees can handle and finish with ease. Leaders who rely on the use of situational leadership are capable of knowing the knowledge and skills that they possess and give them the work that suits these attributes. The employees will be given work that matches their abilities hence leading to employee satisfaction in the company.
The other benefit of situational leadership is that it makes it possible for the managers in the firm to rely on the use of effective teams. Managers understand that a successful organization is made of effective teams (Day, Fleenor, Atwater, Sturm, & Mckee, 2014). One important factor about effective teams is that they are able to work collectively to complete the task assigned to them. Allowing the employees to work in teams also enables them to see the differences they posses and the great thing they can achieve if they work together as a team. Consequently, using situational leadership enables the leaders to differentiate between groups and teams they will be able to know when to rely on teams and when to seek the help of groups in completing organizational takes for great success.
It is important for managers and other leaders in an organization to rely on human resource management and development. Developing employees in the firm is an important act because it puts them on the path to gaining new skills and knowledge that matches the changes in the industry in which they work. Situational leadership enables leaders and managers to adopt effective human resource development strategies for their employees (Van Watt, 2014). For example, they are capable of initiating occasional organizational learning and training to the employees and their managers. Such an approach makes it possible for the human resources to gather new knowledge and skills for operating in the company. They are capable of knowing the changes that have taken place in their respective industries and gather the necessary skills to change with the developments in the firm developing human resources also allow leaders in organizations to prepare employees for factors such as leadership and succession activities in the firm. This also makes it possible for their employees to stay in the firm for longer hence reducing the issue of employee turnover.
Situational leadership also make it possible for leaders to develop good rapport and bring out the best in their employees (Allen, 2014). The theory provides the leaders with the ability to involve the human resources in leadership activities. They get the chance to help make organization decisions and contribute effectively to the required developments in the firm. Allowing employees to be free in using their skills and help make decisions in the firm make them feel appreciated and hence develop the need to perform highly and effectively in the firm.
This in turn leads to competition and success in the business. Situational leadership also make it possible for leaders to work together with their employees to come up with effective organizational culture and behaviour that envisions the vision and mission of the business. For example, they can come up with a culture of collaboration, effective communication, research and development as a means of meeting the goals and staying true to the mission and visions of the company. Similarly, situational leadership also help the leaders to rely on the core values of the company to ensure success in the firm (Van Watt, 2014).
Situational leadership is effective because it does not rely on one method of leadership but instead it is flexible and adapts to the existing working environment and the needs of every organization to come up with the best methods of leading the people. Situational leadership also modifies the styles of the managers in the organization to ensure that they come up with the best method of leading the people. Moreover, the Goleman’s theory of situational leadership theory states that situational leaders have the characteristic of being a coaching leader who is capable of working on personal development and job skills (Day, Fleenor, Atwater, Sturm, & Mckee, 2014). During their coaching periods, they identify the situation where their followers or the people they lead lack in knowledge and skills and device ways of helping them acquire such knowledge and skills.
Such leaders also possess the ability to be pace setters. They show the way on how to do the tasks instead of sitting down and giving orders. Pace setters are leaders who define the tone and mood of the company (Allen, 2014). They make sure that they create the right environment for their employees and managers to work in. Situational leadership attributes also make it possible for the leaders to ensure that they move with the same speed with their employees. They do not ridicule them but instead empower them to follow the right procedures, rules, and regulations in getting things done in the firm.
Situational leaders work to ensure that they put their employees in the right direction and empower them to achieve their personal as well as organizational goals (Day, Fleenor, Atwater, Sturm, & Mckee, 2014). Situational leaders are also democratic leaders who are capable of giving their followers a vote on all the things they do. They also give employees and other managers the ability to voice their concerns and work on the solutions as a team.
References
Allen, J. M. (2014). Situational, Transformational, and Transactional Leadership and Leadership Development. Journal of Business Studies Quarterly; Antioch Vol. 5, Iss. 4 , 117-130.
Daft, L. R. (2014). The Leadership Experience. Belmont: Cengage Brain.
Day, D., Fleenor, J., Atwater, L., Sturm, R., & Mckee, R. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly.Volume 25, Issue 1 , 63-82.
Van Watt, M. (2014). Dynamics of Leadership in Public Service: Theory and Practice. New York: Routledge.
