Read on to understand what it entails and how you can develop a more flexible leadership style. Throughout history, multiple schools of thought have argued about the most effective leadership style. Popular among them is the Contingency Theory of Leadership. External factors like environment, culture and social relationships influence the leadership process. For example, the COVID pandemic has forced some of the most successful leaders to shut down their business ventures. A well-specified plan of action directs everyone to their goals.
The more power and influence you have over your team, the greater control you have over your situation to exercise successful leadership. Task-oriented leadership: You prioritize performance, structures, plans and schedules to get things done. Relationship-oriented leadership: You foster positive relationships with your team, peers and coworkers by encouraging teamwork and collaboration.
Instead of focusing on environmental factors, individuals should adapt their leadership style based on activities and relationships. The theory proposes different leadership styles:. Delegating Style, where you allow your team to take responsibilities and make decisions. Participating Style, where you help those who struggle to meet their targets or lack the confidence to carry out responsibilities.
This factor relates to whether the tasks your team completes are clear and structured or vague and unstructured. Unstructured tasks do not have a well-specified plan of action and would be considered unfavorable. This is the amount of power a leader has over their team and involves whether or not they have the authority to give out rewards or punishment.
Typically, the more power you have, the more favorable your situation. While this theory is widely taught and studied, some believe this model does not allow enough flexibility because it does not believe that leaders are capable of changing their leadership styles. Contrary to the Fiedler model, the situational leadership model suggests that the best option for leaders is to adapt their leadership styles to fit their team members and their individual abilities.
This model believes that leaders should first consider the variables that affect their workplace and then decide the best tactic for how to proceed. High maturity team members are experienced and able to make decisions independently. Moderate maturity employees are capable, but lack confidence, or have confidence but are not willing to complete the tasks they are assigned. Low maturity employees are enthusiastic and willing but do not have the skills or experience to complete tasks.
The situational leadership model identifies four leadership styles, each of which suits different levels of employee maturity. These styles include:. This style allows other team members to be responsible for certain tasks or to lead subgroups. This style best suits a team of high maturity employees because it requires team members to be both confident and capable. This style focuses on sharing ideas and decisions. Leaders who use the participating style might apply it to moderately mature team members who are capable but lack confidence and need one-on-one mentoring.
This term refers to a style that involves the leader attempting to sell his ideas to the group by persuasively giving task instructions. This also suits moderate team members, but unlike the previous style, it is best used with employees who are confident but unwilling to complete tasks. This style is used by leaders who frequently give explicit directions and who supervise all tasks closely.
This style best suits low maturity followers who are willing but unable to act independently. The Path-Goal model is primarily concerned with identifying processes paths that will allow each team member to meet their individual objectives goals. This goal requires the leader to be extremely flexible in their leadership style.
The Path-Goal model focuses on improving employee motivation, autonomy and satisfaction to increase their productivity within an organization. To accomplish this, the model identifies four different leadership styles.
These include:. This style is used in situations where the leader tells employees what is expected of them and instructs them on how to perform certain tasks.
This behavior occurs in situations where the leader sets lofty goals for employees, expects them to perform at a high level and shows complete confidence in their capabilities.
This style is productive in environments that attract high-achievers, such as hospitals, scientific laboratories and law firms. Leaders who use this style consult with their employees and ask for their input before making decisions. This behavior would be well-received in a workplace where the employees are personally invested in the outcome and results of their work.
This style is suitable for work environments that can be stressful or mentally challenging. This theory distinguishes five types of leadership styles. Leaders with this style believe that whatever information they have is enough to make the decision and they require no additional input from their team. This style is not as extreme as A1. This type of leader consults with their team as a group to gather information and then makes the final decision alone. They will take suggestions seriously but will make the final decision alone.
Several models attempt to understand the relationship between style and situation. These models help frame the contingency viewpoint among leaders. This article is written by Tanya Ahmed , a Digital Marketer of Vantage Circle , a cloud-based employee engagement platform.
Her experiences range from various fields, including Customer relationships, Content Creating, Sales and Marketing. For any related queries, contact editor vantagecircle.
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This style has a soft focus on supportive behavior. The S2 leadership style puts a high emphasis on directive and supportive behavior. The S3 leadership style puts a high emphasis on supportive behavior. This style has a soft focus on directive behaviors. The S4 leadership style puts low emphasis on both directive and supportive behaviors. Individuals lack the specific skills required for the job at hand but are willing to work.
They are novices but enthusiastic. Individuals can perform various tasks. However, they are demotivated and unwilling to do their jobs. Individuals are experienced. They can complete tasks but lack confidence and willingness to take on responsibility. They can perform tasks well. These individuals are willing to do jobs and also take responsibility for it. The followers are experienced at the required task.
They are comfortable with their ability to do well. Followers perform well on their tasks with a developed skill set. However, they are not willing to do so. They are like M1 followers unable to perform a specific task, but they are willing to contrast. They are motivated to complete the job even though they lack specific skills.
This follower style is often seen with new employees but lacks work experience. Followers lack the necessary skills to perform well in tasks. They are also unwilling and lack the confidence to deliver the job needed. It starts as low and gradually grows more significant.
It increases due to more self-esteem and confidence until a follower reaches D4. Blanchard decided to label this follower style with D1.
As followers gain experience, they reach D2 and gain some competence. However, their commitment drops due to the complexity of tasks. Hence, Blanchard labels this follower style with D2 instead of D1. Blanchard labeled this follower style with D2 instead of D1.
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