Introduction
Sometimes, managers may find that not all employees work equally well and hard. The reason is that various management schemes must be applied to them because each employee is at a different stage of development: both within the company and personally. The solution to this problem is the situational leadership model created by Hersey and Blanchard. Situational leadership is an approach to human resources management based on the assessment of employees and their attitude to tasks and work in accordance with this assessment. This leadership theory’s peculiarity is employee orientation, not decision-making or the workplace (Bauer & Erdogan, 2012). Following the model, it is necessary to evaluate subordinates’ competence and commitment and adapt processes in compliance with their readiness to work before starting the task. Applied to different scenarios, particularly selected C, such a model will prevent micromanagement, help motivate employees, and more quickly achieve the goal.
Main body
According to the situation model, the leadership style can change over time, as it depends on the worker’s readiness and motivation to work and his or her skills. The studied schemes are closely related to the period of employee’s adaptation to the new work. A person who first obtained a job in a specific area is highly motivated, but he or she does not have enough knowledge. After some time, they are more qualified, but their motivation may be low as work becomes routine (Bauer & Erdogan, 2012). Finally, if decent working conditions are provided, and the employees have acquired the necessary skills, they become more independent and responsible professionals. All these factors are taken into account for the evaluation of staff members and, in accordance with it, choosing a style combining support and direction. The following table presents this correspondence highlighting the necessary inputs, the factors dependent on the employee, and outputs, the leader’s contribution.
Thus, the directive style is characterized by a high focus on the task and low on people. With this style, the leader gives specific instructions and then monitors the completion of each task. It is based on rigid goal setting and strict orders. The coaching style is a combination of high support to people and providing clear instructions. In this leadership style, the manager directs the work process and controls the implementation of all objectives. At the same time, he or she explains to the employee the reasons for a particular decision inviting the worker to participate in the discussion (Jenkinson, 2018). These models are applied when a person’s skills are not still good enough to work independently.
The supporting model is characterized by a high focus on concentration on people and their motivation. Using this model, a leader can participate in discussions with the team, but they make the decisions on their own. Finally, delegating leadership implies the maximum possible non-interference in the employee’s work, since his or her professionalism and high commitment allow making decisions and taking responsibility. Choosing the right model will bring maximum benefits to both workers and the leader.
Situational leadership also has a lot in common with Robert House’s path-goal theory, according to which employees should know that their work brings the results and will be rewarded. Based on this theory, four leadership models have also been developed – directive, supportive, participative, and achievement-oriented (Evans, 2002). In the first, the leader directs the employees as much as possible, and in the second, he or she makes the working conditions more pleasant as the job is tedious and stressful. Participation involves engaging employees in critical discussions, and the latter type is used when employees are so professional that they can work independently. Applying these theories together will produce a more effective result in human resource management.
According to situation C, a team of software engineers has a broad base of knowledge and skills. Moreover, they are highly motivated and dedicated to the company and its goals. The combination of high professionalism, commitment to work, and the team’s independence suggest delegating leadership. The supervisor’s task in this situation is not to intervene excessively in engineers’ work; otherwise, they may feel pressure, and their productivity will decrease. Applying path-goal theory to case C, it can be argued that leaders should set challenging tasks for such employees and ensure decent rewards for work. These measures will encourage them for further development and remain faithful to the enterprise.
Conclusion
In conclusion, it can be noted that the leadership style depends not only on the personal qualities of the leader and the tasks the company faces but also on the motivation and competence of the employees. Depending on these factors, it is crucial to choose a style that will bring better results. Adapting management to employees’ conditions allows unleashing their potential and developing a commitment to the team. Selecting one leadership style does not exclude the possibility of its changing, as one theory does not exclude another. For this reason, it is essential to show flexibility in dealing with human resources and act depending on the circumstances.
References
Bauer, T., & Erdogan, B. (2012). Organizational Behavior. Saylor Academy.
Evans, M. G. (2002). Path-Goal Theory of Leadership. In L. L. Neider, & C. A. Schriesheim (Eds.), Leadership (pp. 115-139). Information Age Publishing.
Jenkinson, P. (2018). Hersey Blanchard Situational Leadership [Video file]. Web.