1. Provide a brief scenario when each of the Situational Leadership styles would be appropriate. Remember that the S1-S4 styles are used for very specific situation.
Situational Leadership is based upon the Hersey-Blanchard Situational Leadership Theory about is about flexibility and adaptability of a leader (Cherry, 2020). In Situational Leadership, flexibility is based on how a leader can change their management style to follow the goals of the organization (What is situational leadership? how flexibility leads to Success 2014). Adaptability in Situational Leadership is about changing management style and leadership strategies to meet the needs of the employees and organization (What is situational leadership? how flexibility leads to Success 2014).
S1: Requires Telling@ high task-low relationship
Is about a leader who enforces people on what type of task or duties they need to do and how they should handle them. This type of leader will micro-manage a situation because they are not confident in their employee or followers to complete a task, correctly. For the employee, team, or followers, they may consider this type of leader to be forcibly directive and authoritative but clear and decisive with their ideas, goals, and opinions. This type of leadership style would be appropriate when a task or duty is not being fulfilled or completed when it is close to a deadline or when a deadline is passed.
S2: Requires Selling@ high task-high relationship
Is when a leader is persuasive with their ideas, goals, and opinions to their employees, team, or followers. The leader will use this style of leadership when they want their employees or followers to gain their trust to given in to their ideals. However, some people would consider these leaders to be manipulative and deceitful. This leadership style is appropriate when an organization is changing their image and selling their new image to the public to understand the brand and goals.
S3: Requires Participating@ high relationship-low task
Is when the leader gives their employees or followers the opportunity to express their own ideas and opinions to help make decisions on completing a task or duty. They take more of a lead to facilitate others to share ideas with others. These leaders build a better relationships and communication with their employees or followers. These leaders have more confidence and trust in others. People would consider this leader style as a team player. This type of leadership style is appropriate to build positive morale in the work environment on how encouraging and supportive they are towards their employees.
S4: Requires Delegating@ low relationship-low task
Is when a leader can fully delegate responsibilities of different task and duties to their employees, team, or followers without being hands-on. However, the leader can still be accessible and responsible for the team. Sometimes these leaders will let others make decisions without giving them any guidance. These types of leader’s people would consider to be lazy or flexible. To use this type of leadership style in an appropriate setting if the leader wants to empower others to practice independence.
Cherry, K. (2020, November 13). Why the most effective leaders know how to adapt to the situation. Verywell Mind. Retrieved June 14, 2022, from https://www.verywellmind.com/what-is-the-situational-theory-of-leadership-2795321
What is situational leadership? how flexibility leads to Success. St. Thomas University Online. (2014, November 25). Retrieved June 14, 2022, from https://online.stu.edu/articles/education/what-is-situational-leadership.aspx
Provide a brief scene when each of the Situational Leadership styles would be appropriate. Remember that the S1-S4 styles are used for very specific situations and not as overall styles.
Style 1; the leadership style in which the member of the team or an individual has no motivation to do the task. In this situation, the leader should be concerned about the task when the timely submission is coming, the leader guide and direct the team or an individual to complete the task (Manyuchi & Sukdeo, 2021). For motivation, the leader aligns the task according to the expertise which increases the interest level and ultimately increases the motivation. The leader makes the plan and the communication is directly through the leader for the clear and without a doubt an individual to understand the task. In this style, the leader should be alert and attentive throughout the task.
Style 2; the leadership style in which the leader supports their team or individuals. In this style when an individual or the team is willing but has the low capability to do the task and high hype to gain knowledge and experience. The leader has the power for the decision but the participation of the team member is involved and they suggest their ideas and opinions. In this, the situation is highly motivated but lacks experience which needed the leader’s coaching and direction (Manyuchi & Sukdeo, 2021).
Style 3; the style refers to focusing on the team members or individuals because the team members can do work but lack motivation (Manyuchi & Sukdeo, 2021). The leader should listen and collaborate with the team and understand what makes them uncomfortable. The participation of the leader is required due to the team member’s lack of commitment which affects the performance of the task. The participation leads to discussing the issue and trying to make the solution by the opinions of the teammates.
Style 4; the style is more toward the tea members because in this an individual is experienced and willing to do the task (Manyuchi & Sukdeo, 2021). In this situation support is required through the leader otherwise the task and the competence both are going w