Situational Leadership Style Self-Assessment - Personal Statement Example

Situational Leadership Due Introduction We live in a world full of millions of people with millions of personalities, characteristics, traits, attitudes, and opinions. Getting a group of people focused together on the same thing at the same time with an equal amount of investment and commitment. Some managers, supervisors, and leaders have a unique ability to make that happen. Such leaders know how to motivate, inspire, and encourage their different staff members in different but successful and efficient ways. There are a number of management theories, leadership styles, concepts, and approaches available to those in leadership positions. In order to most effectively lead it is important to understand your own strengths as a leader. That said, after taking the “Situational Leadership Style Self-Assessment” test I have learned what leadership styles that I excel in and what sorts of people my styles will be most beneficial to interact with. Of course, the best way to see these approaches in action are to apply it a case study, in this case the dropping grades of students in a school with need of curriculum changes. Summary of Self-Assessment My Scores on the Assessment were as follows: S1-4; S2-5; S3-3; S4-0 My strongest style is S2, which is “selling and coaching.” I, also, received the next highest score in the S1 style, which represents a leader that directs and tells others what needs to be done. The S3 style, participating and facilitating leader, was my third pace score. Finally, the S4 style, a style involving a great deal of delegation and low supervision, I scored a zero. To be honest, I think that the assessment was quite accurate to my personality and style when in a leadership role. I like to be involved it what goes on with those who I am leading. For this reason a heavily delegating style would not useful to me in my experiences. In many case, a workplace people are split between extremes. Some are quite capable, confident, and competent to accomplish tasks they are given and those who are quite limited in skills, attitude, and motivation. My leadership styles are beneficial in both these cases. I can have a strong, directive style with those with little self motivation, while at the same time participate, coach, and encourage the competent, without necessarily standing over their shoulder. Applying Leadership Style As mentioned above, my two strongest leadership styles allow my attention to go where needed, while still being available to coach and encourage those who are most capable. In the case study, as department head, it is imperative that the staff and students understand the situation, what changes need to be implemented, and, finally, the long term values of these changes in the future. I think that the balance in my leadership style will allow me to appeal to and motivate a diverse group, like this one. Having my strongest scores in the S2 style my coaching approach will allow me to most beneficial to people who are already motivated and confident. In this case study this is likely to be the school’s staff and my department peers. As a “coaching” leader I can allow them to make decisions while guiding them through the process. My second strongest style is the “telling and directing, S1, which is ideal for people who are not competent or motivated to a given goal. In this case study this would likely apply to the students. Their dislike if the changes are based on the added work they would be held accountable for. Unfortunately, not wanting to “learn more” is not a valid reason not to implement change. Therefore, it is best to override their opinions and make the best decision for them. In this case my strongest traits are most beneficial in an environment with antithetical attitudes. If I switched styles and attempted to apply S1 to the schools staff and teachers and simply dictate and direct the departments actions would likely be met with greater resistance and unmotivated results. These employees, teachers and staff, would be angered and offended at the idea that they need such an actively “controlling” power. In the same vein, if I applied S2, coaching and selling, style it would be useless in dealing with the students, and some of the staff, who are resistance to change, added workloads, and potential costs. These people lack the initial, natural motivation necessary to simply be coached. These individuals will accomplish little without someone regularly maintaining the structure of their activities. If people cannot be trusted to achieve their tasks without supervision then dictation may be the only thing that will spark their productivity; that and the threat of unemployment. However, those being lead can change as certainly as leaders can. With positive supervision and the right balance of structure and motivation it is possible that those you lead will become more competent and more motivated allowing you to adopt a more lenient leadership style in that case. As mentioned before I received a complete zero in the S4 style, willing to delegate with little supervision, is fascinating, but not surprising. My experience, again, has shown me the best ways to lead is to acknowledge those with natural ambition, goals, and motivation to complete important tasks, but maintain regular interaction and participation in the process. I am a strong believer in leading by example; it would be hard to do that in the role of delegator. This is probably why, although not high, did score in the S3 style. Participation is essential to motivation my view. In the case study S4 would be more than useless since so many are opposed it is highly unlikely hat delegating tasks unsupervised will never meet the goals set.S3, would, be beneficial, but in this case study active participation could result n being taken advantage of and, ultimately, doing all of the work ,while others sit there and allow it. However that does not mean that I could not benefit from improving my willingness to delegate when applicable and when participation is needed and when it is not. Improving on my weaker styles can be nothing but beneficial in the long run. Of course the ideal leader would have elements and attributes from all of the different styles making them more versatile leaders in a world of diversity. Unfortunately, in order for me to improve I will have to let go of the adage, “if you want something done right, you will have to do it yourself” and show more faith and trust in those who I may lead, in some capacity, in the future. Because I consider my leadership approaches to be well balanced, with exception of delegating, which I need to improve upon. I think that my different leadership styles will help identify and address the needs of groups and individuals. In the case study provided I think that my styles would be beneficial in resolving this particular scenario effectively. I would be able to motivate peers and staff to embrace the changes and still succeed in enforcing the necessity for change upon the students. By no means am I inferring that my scores make a perfect leader, I certainly have skills to develop and attitudes to improve. I need to learn to have greater faith in the confident and capable, learn to trust their judgment. Learning to delegate would allow more time to focus my time and energies to deal with those in need of greater active leadership. Benefits and Challenges I think that situational leadership styles are and will continue to be a very effective tool. It allows a leader to apply the best practice dependent upon the needs of those they lead. If your workers are strong, effective, and productive then it is not necessary to look over their shoulders, while under-motivated workers will never accomplish anything without a strong and active leadership presence. Of course, the only disadvantages are that in situations with extremely large staffs can have a great deal more diversity than a smaller group, like in the case study provided. With larger staffs there could be more diversity in each group in need of different leadership. Each member of the group may be mixed between D1-D4 traits, meaning the correct style must be applied to the correct employees. This could be a bit overwhelming for any leader. In these cases a broader, less personalized approach may be necessary. Read More