Situational Leadership: A Reflection Paper - Essay Example

Situational Leadership: A Reflection Paper Situational Leadership: A Reflection Paper Definition of Situational Leadership The situational leadership designed by Paul Hersey and Kenneth Blanchard simply focuses on the flexibility of leaders to apply styles, strategies and methods depending on the situation. The distinguishing element of Hersey and Blanchard’s situational leadership, as contrasted to other leadership theories is the maturity of followers, indicated as the readiness to perform in given situations (Hersey and Blanchard, 1998).

Under the situational leadership model, leaders are able to adjust their leadership styles depending on the level of maturity of followers, as well as balancing emphasis between task and relationship behaviors. Description of Situational Leadership Model The situational leadership model thereby identifies four styles: participating, delegating, selling and telling styles. Under the participating style, leaders encourage sharing of ideas where focus is on low task but high relationships behavior.

The delegating style, as the term indicates, allows subordinates to take responsibilities, where there is also low task and low relationships behavior. The selling style exemplifies high relationships and high tasks as the leaders clearly explain directions in a persuasive and supportive way. Finally, the telling style focuses on high tasks but low relationships where leaders acknowledge the need to clearly give directions and monitor accomplishments of tasks (Leadership, n.d., pp. 3 & 4). Application of Situational Leadership in the Workplace With a convenience store as a work setting, the situational leadership model is applicable in terms the leaders’ ability to evaluate the situation and the level of followers’ maturity.

The inventory manager, for example, who is in charge of ensuring that products are inventoried, monitored and reordered, as required, need to determine the competencies of the subordinates tasked with monitoring the inventory level. The responsibility is deemed high is task and low in relationship. When the subordinate assigned to work on monitoring the inventory level is relatively inexperienced, the telling style is the most appropriate style that the inventory manager should apply. Specific and clear instructions must be relayed to identify re-order points, slow moving products versus fast selling, and deliveries of these products reordered.

The tasks are crucial and must be monitored closely so that there would be minimal errors and the store’s levels of products are replenished, as needed. For store managers in charge of personnel who directly assist and face the customers, more relationship behavior is required and low task that therefore requires a participating style. The store manager must emphasize the need to familiarize themselves with the store’s products to effectively assist customers’ inquiries and needs. Likewise, there is a need to share ideas since subordinates directly interact with customers and therefore, are potential recipients of customer feedback that need to be relayed immediately to management for appropriate strategies and interventions.

Conclusion The situational leadership developed by Hersey and Blanchard received positive response due to its applicability in diverse organizations and environments. The ability of leaders to adapt and adjust to situations, depending on the level of maturity of followers are highly crucial for the successful operation of day-to-day activities. By applying the appropriate leadership styles, subordinates are motivated into working at maximized capacities that are beneficial for the attainment of organizational goals.

Reference Hersey, P. and Blanchard, K.H. (1998). Management and Organizational Behavior. Prentice Hall, Englewood Cliffs, New Jersey.