Situational Leadership Theory

Ch.6 - Situational Leadership Theory 

Idea : leader matches their leadership style to the competence and commitment of employees

• Competence: knowledge, experience and ability to perform the job (High vs Low) 
• Commitment: how much the employee likes the organisation or job 

Focus of situational leadership theory : 

1. focuses on changing leadership style according to situation 
2. emphasises adapting style to competence and commitment of employees
3. this theory is used extensively in organizational training

There are two behaviors (Dimensions/actions) in Situational leadership : (SAQ)

1. Directive behavior ( achieve competence): focus on giving employees directions on how to perform tasks at work. Help employee achieve task using one way communication ( give directions, establish goals and how to achieve them, evaluation methods and timelines, defining roles)                          —> if employee has low competence then leader should give high direction 
2. Supportive behaviour ( achieve commitment) :working with the employee to make him have better relationships at work and feel more satisfied. help employees feel comfortable with their work and with their co workers and the work situation by using two way communication (ask for input, ask questions, problem solving, praise and listen)                                                 —> if employee has low commitment then leader should give high support

There are 4 leadership styles ( combination of leaders behaviour) : ( EQ-CASE)

1. Directing style: high directive + low supportive behaviour, focus on giving orders and goal achievement  —> employee has low competence and high commitment 
2. coaching style: High directive + High supportive, focus on goal acheivement and making employees happy and engaged at work —> low competence and low commitment 
3.  Supporting: Low Directive+ High Supportive, doesn’t focus on goal acheivement and finishing tasks. focus on problem solving and listening     —> high competence, low commitment. 
4. Delegating style: Low Directive  + low supportive, doesn’t focus on support and task completion, focus on empowerment and autonomy.                       —> high competence + high commitment 

4 Development levels for employees:

1. D1: low competence + high commitment —> Use Directing style ( high directive + low support) 
2. D2: Low Competence+ Low commitment —> use Coaching style ( high directive + high supportive) 
3. D3: High Competence + Low Commitment —> use supporting style (low directive+ high supportive) 
4. D4: high competence+ high commitment —> use delegating style ( low directive+ low supportive) 

Focus of situational leadership : Flexibility, and matching leadership style to employees competence and commitment

Strengths of situational leadership: