“adapt your leadership style based on the situation”.
If you consider that traditionally leaders/managers were ‘one style fits all’ and the employees had to flex to meet their leaders style rather than the other way round this is quite a change.
For some leaders situational leadership will be a ‘new world’ approach. I imagine traditional managers could find a transition to this ‘new world’ a challenge.
Situational leadership was developed by Paul Hersey and Ken Blanchard in their 1969 book Management of Organisational Behaviour, initially, it was called the “life cycle theory of leadership” then during the mid-1970s it was renamed to “Situational Leadership Theory”. It was then adapted further when Hersey and Blanchard went on to create their own models;
Hersey created the “Situational Leadership Theory”
Blanchard et al created the “Situational Leadership II Model’.
The fundamentals of the models were that
After reading the above you may be thinking... if it was introduced in 1969 initially why isn’t this necessarily a common practice amongst leaders?
My thoughts are that for leaders to adopt this style they need to be confident in their abilities and have the necessary skills to adapt. It takes a leap of faith to be able to adapt your style, going from what you have experienced yourself and how you can transition and apply your learnings, knowledge and leadership to any situation.
What are the pros and cons?
What skills are required?
According to Martin Luenendonk situational leaders require the:
How do you decide which leadership style is the best for the situation?
Your decision will likely be based on multiple factors including, but not limited to:
Did you know that Be You Consultancy and Coaching offers a program to individuals including leaders on situational coaching. The purpose of this is to develop a mindset around situations, and to prepare the client to get the most out of each situation! If this sounds like something that could be of benefit to you then please contact us.