Situational
and Organizational Leadership Theory
Case
Scenario
I
am a new top-level executive in a midsized corporation, and I have noted that
the leadership culture in the corporation has been ineffective and as a result
has lowered the morale of the employees. I have decided to discuss the issue of
changing the leadership culture with the managers and supervisors within the
organization.
- Explain why situational leadership
theory is useful and relevant in developing an effective leadership culture.
Situational
leadership is pertinent in elaborating an effective leadership culture where
the leader of the organization becomes flexible in pursuing various styles of
leading his/her staff towards achieving the intended success. This mode of
leadership gives the leader a free space to adapt and make changes towards the
leadership style that has long existed at no specific time. According to Ken
Blanchard a theorist, he differentiated the difference between leadership
before and now. His theory was that back then, the leader was seen as the
source of authority but today, leaders cannot lead without the assistant of
other employees and termed this as positional power kind of leadership.
The
primary purpose of situational leadership within an organization is to develop
the staff members and the groups working for the leader. It also establishes a
rapport and is intended to bring out the best in people, and lastly,
situational leadership can be used in all units with an organization
irrespective of the status the company has be it local or startups, national
corporations and international organizations (Grint, 2011).
Situational
theories examine the relationship between the leader and the environment. It
equips leaders with the power to adjust their decision-making, motivation
approaches, and orientation skills by combining the characteristics of
employees with the type of work they undertake to personal preference. The elements
that situational control dictates include task structure that entails questions
of whether an organization has an unstructured system or highly structured
setup. Another aspect is the relationship that exists within the leader and the
servant. This element involves dependency and support that the manager receives
from his employees.
Situational
Leadership is fundamentally important in the engagement of employees within an
organization. As emphasized in meeting the best practices, leaders need to amplify
engagement as a priority in the betterment of the organization. The method or
conduct depicted by the leader should show a need for engagement and mandates
leaders to demonstrate service through their words and actions. On the same
note, situational leadership requires an upgraded leadership format that is
based on the competence of the leaders within an organization (Macleod, 2018). Similarly,
there ought to be training programs that for the enchantment of competence.
Employee engagement too can be improved by rolling out training programs and
strategies that upgrade the welfare of the employee towards service delivery.
Evidently,
situation leadership theory is useful for it enhances communication as a tool
that improves engagement. Organizations should develop accurate information
that helps its employees to offer better services to their clients. A good
communication platform yields to better customer satisfaction and more profit
margins. Any organization that seeks to improve its employee engagement need to
include the employees on the decision making of critical company strategies. Organizations
with a platform where employees can post their ideas and the leaders of the
organization give a head start in all of its undertakings. Organizational
success can be measured by the situational leadership theory within their
operations (Koshiken, 2015).
- Describe the three theories of
situational leadership and what you consider to be the strengths and weaknesses
of each theory when leading staff in the organizational environment.
There
are a number of theories that have highlighted both strengths and weakness situational
leadership one of them being the Goleman Theory on situational leadership,
which was formulated by Daniel Goleman, the author of Emotional Intelligence.
His writing defined six styles that exist within situational leadership. The
first was coaching leader’s style, which is applied to people who work on the
development of their skills. This kind of style is applicable to people who
understand their strengths and weaknesses and are open to change. Another style
is the pacesetting leaders. This is applicable to people who set a high
expectation for their employees. This style works well to highly motivated
individual and it entails the leader leading by example. However, one weakness
of this style is that it may lead to burnout.
The
Democratic leader’s style entails the leader giving his/her servants the
opportunity to vote in all decision pertaining the organization. This style builds
flexibility and responsibility towards the employee, but it is not the best for
its time-consuming. An organization may also use the affiliate leader’s style.
This mode of leadership is application when the morale of the employees is slow.
It is intended to build confidence and increase performance that may yield
better results. Lastly, we have the authoritative leader’s style where the
leader allows his/her employees to find solutions and solve an underlying
problem that exists in an organization (Thomas, 2018).
The
second theory is the Hersey and Blanchard’s leadership theory. This
organizational leadership theory was delivered by Paul Hersey and Ken
Blanchard. It has a unique approach towards leadership and suggests that good
management is influenced by the leadership style used to run an organization
and secondly, the level of maturity and preparedness that the leader has to
take up his/her role (Cliff Notes, 2016). This theory identifies different
leadership approaches namely; telling, selling, participating and delegating.
For an effective approach, the leader possess the power to authoritatively tell
the employees what to do while participating approach is termed as an act where
the team member and the leader make a decision together. However the delegating
approach appeal to me more for enables the leader to assign duties to an
employee who will oversee work and how it’s being conducted. This not only
creates confidence but gives a sense of ownership to the employees.
The
last theory is the normative decision theory that was formulated by Vroom and
Yetton. It acts as a guide in determining the time required and the group input
towards a decision. This theory brings out the various options a leader has towards
running and managing an organization. The theory identifies at least four ways
towards making a decision. A leader can decide by himself or he/she can also use
the information given to him/her by an employee to make a decision and lastly
he/she could consult the team members individually or as a group and seek
advice before making the a decision. (McCleskey, 2014).
Strengths
and weakness of situational leadership theory
The Goleman theory emphasis on a democratic style of leadership where servants get opportunity to vote in all decision pertaining the organization. This style builds flexibility and responsibility towards the employee, but it is not the best for its time-consuming and more so, some employee may interpret this as incompetence in the part of the leader. In my opinion, unlimited democracy within an organization results into lack of confidence on the competence of the management. As for the Hersey and Blanchard’s leadership theory, employees have a sense of belonging and ownership towards the organization. An example is a delegating approach which enables a leader to assign duties to an employee who will oversee work and how it’s being conducted. This theory is meant to strengthen employee confidence and give a sense of ownership towards the organization. Lastly, the normative decision theory gives a leader the power to make decisions based on his approach towards things. However, some decision rendered may not be right and possess a challenge to leaders on the kind of leadership skills that they own however, every organization has a different approach depending on the field of operation. (Cliff Notes, 2016).
+254711144556 OR njogujameskarugia@gmail.com