Introduction
Situational leadership requires a person to analyze any emerged situation in accordance with his or her team members’ individual skills and experiences. Therefore, novices or people who are not productive enough or do not show good results should receive developing tasks, whereas their leader ought to reconsider his or her approach to particular concerns or biases of these people. The following paper will discuss my experience with situational leadership and will cover the questionnaire below to indicate my professional philosophy as well.
Analysis
Responses to the questionnaire below were influenced by my philosophy as a leader. In my opinion, a good and conscious leader is obliged to consider even insignificant details and issues of his or her team members. The leader’s approach has a major impact on one’s team’s workflow because every auxiliary should be motivated by the successes and professional achievements of his or her superior (Thompson & Glasø, 2015). One’s leadership philosophy is essential in the team’s daily activities because other members are also expected to develop their opinions about delegating tasks in their future careers.
Some questionnaire results surprised me because the situations below made me face the choices I had not met before. For instance, I was obliged to choose between being strict or kind to my auxiliaries (Northouse, 2016). Unfortunately, there is no unique right answer to this question because some people have more respect among their colleagues due to their seriousness (directive behavior), whereas other leaders are treated with deference because of their friendly approach (supportive behavior).”
To determine what is needed in a particular situation, a leader must evaluate her or his followers and assess how competent and committed they are to perform a given goal” (Northouse, 2016, p 95). Therefore, it is all individual, but a person has to analyze his or her team and leadership qualities to develop the most efficient strategy of one’s situational behavior.
Impact of Situational Leadership on Personal Style
It would be proper to mention that almost every leadership style consists of a particular person’s behaviors and various actions that one implements to influence other colleagues or auxiliaries. Situational leadership remains one of the most essential methods that have to be considered by people who delegate, as it challenges one’s professional skills in unpredicted cases. However, the situational approach might have a certain impact on people’s leadership styles in general. Any leader’s directions, behaviors (directive or supportive), and attitudes towards his or her team members might change under various circumstances.
Moreover, it is essential to consider other colleague’s moods, motivations, and different factors that may influence the expected workflow quality (Goleman, Boyatzis, & McKee, 2016). Nevertheless, the situational approach might help one become a more effective and conscious leader because the implementation of various approaches in identical situations will help one develop more efficient strategies as to delegating and controlling his or her auxiliaries’ activities.
Conclusion
The situational leadership theory implies the instrumental knowledge that every leader is recommended to gain because one’s behavior and approach to different cases strengthens his or her professional skills and personal philosophy. Moreover, it is essential to constantly switch directive and supportive behaviors to identify the best strategy of delegating tasks among colleagues. Every leader has to consider various methods and approaches in unpredictable or uncommon cases to analyze the most efficient and productive methods.
References
Goleman, D., Boyatzis, R. E., & McKee, A. (2016). Primal leadership: Unleashing the power of emotional intelligence. Boston, MA: Harvard Business Review Press.
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications.
Thompson, G., & Glasø, L. (2015). Situational leadership theory: A test from three perspectives. Leadership & Organization Development Journal, 36(5), 527-544. Web.