Situational Leadership Theory Analysis

This paper will address why situational leadership theory is useful and relevant in developing an effective leadership culture. In addition, it will also discuss the three theories of situational leadership and what is considered to be the strengths and weaknesses of each theory when leading staff in the organizational environment.

Theory X and Theory Y were created by Douglas McGregor. Theory X has 8 points that include: productive enterprise is under the control of management, with regards to people, this is an attempt to control their efforts, to motivate them, controlling their actions, and changing the way they act, and if this is not done, people will docile and resist the needs of the organization and the every day man does what he can to work as little as possible. Theory X also says the every day man is not ambitious, does not like responsibility, would rather follow than lead, is self-centered, does not like for things to change, is very gullible, and not very bright. Theory X represents the

The situational leadership theory proposes that the leader’s style of leadership should be flexible and contingent on the staff’s developmental level including the willingness and capability to accomplish a task (Walter, 1980). Powell in his role as Secretary of State demonstrated situational leadership by recognizing the deficits of the state office and needs of the troops as well as officials in the office. Providing support to the troops and office staff was critical to making necessary changes. Powell provided clarity on the mission for the troops by being directive about changes needed and empowered staff to move toward career advancement (Harris, 2004) .

I will be discussing four situational leadership components- telling, selling, participation, and delegation. I will explain which is my strongest of the four components and why. Next, I will explain which others do I have some ability to do. Finally, I will discuss where do I need help from others in my organization to ensure all the situations are addressed.

I found the situational leadership model much different from the model in the previous model. I find this model extremely resourceful because it gives a closer look at what the leader in a group is supposed to do. In contrast with that it also allows the followers to understand their leaders techniques and everything that they are responsible for. Like in pervious DBA’s i am going to use my past job as a manger to relate how i would use the situation leadership model in a group. I could see myself using this model to train other managers as well as team leaders. I think it teaches us that using more than one technique to be a leader is a very great decision. We should be more open to using our resources. to find effective way to create a group that produces results. At work I can see myself using the model to be a leader. I would be a delegator in the morning when i walked in and am assigning everyone’s tasks for the day. I would be a coach when training a new employee. I think the coaching technique is a great one because more people respond to a encouraging leader rather than a scary and intimidating one. In the power point for this module i liked the quote “It is a delicate balance between giving direction and providing support”(situational leadership slide 43) I would use the counselor technique to help correct someone, in my example if an employee wasn't

GDD derived its leadership concept through the relational leadership theory on account of their view of leadership as a relational and ethical process of people attempting to carry out positive change within an organization (Exploring Leadership, n.d.). GDD focuses on the idea that leadership effectiveness is an ability of the leaders to create a substantive relationship within the company (Exploring Leadership, n.d.); additionally, this idea encompasses the following components: inclusiveness, empowering, purposeful, ethical, and process oriented. GDD developed an organizational structure and culture to encourage and foster a business environment that reflects this leadership theory.

Theory X takes the position that the average human being is “lazy and self-centered, lacks ambition, dislikes changes and longs to be told what to do” (Stewart, 2010). It portrays the perspective that a worker avoids responsibility and has to be controlled every step of the work process. There is little to no delegation of

My first leadership strength is my commitment / loyalty to the organization I work for. I

In the case study, it is evident that Jim is applying the situational style of leadership during the training program of the managers. Situational leadership refers to the style of leadership whereby the leader or a particular director of an organization has to adjust to his or her style so as to fit in the development category of the employees or follower he is influencing ( Hersey, Blanchard, & Bank of America NT & SA., 2014). The leader has the responsibility of giving an outline of how thing should be run within an organization, and it is to the employees to ensure that it is implemented. In most cases, the leader is friendly to his or her employees or followers. In the case study, Jim is aware that the managers have been to a training of a similar situation and therefore he is trying to adjust his leadership style so as to understand exactly what they should be learning(Fiedler & Chemers,2012). To influence his followers, he decides to involve them in each and every level so as to adapt to their level. This is done objectively with the aim of getting to understand the extent of their training level and what he need to

Leadership is a complex topic and researchers have spent a considerable amount of time trying to determine what makes them effective. While traditional research focused on the leader and their traits, contemporary research is focusing on many other variable, providing a more comprehensive understanding of what it to takes to be a leader. Individualized leadership is a concept that has gained momentum as of late. Daft (2015) describes individualized leadership as, “a leader that develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward them.” (p. 52). Another emerging study is that of the Situational Leadership model which

Leadership is an approach for a leader to guide, motivate, supervise, manage, and influence others in different situation to reach a goal. According to the Pettinger (2007), the leadership can be explained in several situations. First, the leaders have the responsible to provide vision and direction to the followers. Second, the leaders shall energise and motivate the followers. Third, the leaders shall set and enforce absolute standards of behaviour, attitude, presentation and performance.

I will explain these theories in detail and how they can be implemented in work environment.

By the end of fall 2017, the President and Vice President-Organization will collaborate to design and facilitate a training on values congruence, integrity, and ethical decision-making. The Leadership Development Specialist must review and approve the program at least two weeks in advance. Within one week of the program, provide the Leadership Development Specialist with a list of attendees as well as an evaluation of the program’s areas of success and areas needing improvement. •

Leadership is an important factor within a business environment and often plays a significant role in achievement of organisational success (Landis, Hill & Harvey 2014). However, leadership is an art, therefore there is no simple formula for effective leadership (Hughes, Ginnett & Curphy 2015, p.33) and a leader’s effectiveness can often only be understood in the context of the leader-follower-situation interaction model.

Jim Anderson developed a 6 week training program on listening and communication skills to improve management at a large pharmaceutical company (Northouse, 2013). Jim decided to train the middle level managers from research and development first. The managers are highly skilled, but skeptical of the value of the seminar. After the third week, Jim begins to notice problems. Attendance has dropped and the attendees are frequently late or leave early. Jim is unsure how to turn the problem around.