The fundamental underpinning of situational leadership theory is that there is no single "best" style of leadership.The situational approach was developed by Hersey and Blanchard (1969) based on Reddin's (1967) 3-D management style theory. Effective leadership is task relevant, the most successful leaders adapt their leadership style to individual or group they are attempting to lead or influence. The situational approach emphasises the situation as the dominant feature in considering the characteristics of effective leadership. The situational approach is a set values and attitudes with which the individual or group has to deal in a process of activity and with regard to which this activity is planned and its results appreciated. The situational
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He defined leadership as a process where 'leaders and their followers raise one another to higher levels of morality and motivation'. The key question that comes to mind is how to become a transformational leader. Firstly, creating an inspiring vision of the future. People need a competing reason to follow your lead and this is why you need to create and communicate an inspiring vision of the future. Secondly, motivating people to buy into and deliver the vision and building ever-strong relationships with the workforce. To motivate people your mission statement needs to be appealing and to inspire the workforce with how you're going to lead them. As a transformational leader, you need to focus your attention on your people and work hard to help them achieve their goals. While the transformation leader seeks overtly to transform the organisation, there is also a tacit promise to workers that they also will be transformed in a way similar to the leader. Transformational leaders are often charismatic, who succeed through a belief in themselves rather than a belief in others and this is very crucial in being a successful leader for any organisation. One of the key disadvantages of transformational leadership is that passion and confidence can easily be mistaken for truth and reality. Whilst it is true that great things have been achieved through enthusiastic leadership, it is also true that many passionate people have been unsuccessful and led to a decline for the organisation. Another disadvantage is that, transformational leaders tend to see the big picture, but not the small things and this could lead them to fail as some small things may be crucial for the organisation and may be ignored by the transformational leader. Furthermore, given the right situation, transformational leaders can come into their own and can be extremely
He defined leadership as a process where 'leaders and their followers raise one another to higher levels of morality and motivation'. The key question that comes to mind is how to become a transformational leader. Firstly, creating an inspiring vision of the future. People need a competing reason to follow your lead and this is why you need to create and communicate an inspiring vision of the future. Secondly, motivating people to buy into and deliver the vision and building ever-strong relationships with the workforce. To motivate people your mission statement needs to be appealing and to inspire the workforce with how you're going to lead them. As a transformational leader, you need to focus your attention on your people and work hard to help them achieve their goals. While the transformation leader seeks overtly to transform the organisation, there is also a tacit promise to workers that they also will be transformed in a way similar to the leader. Transformational leaders are often charismatic, who succeed through a belief in themselves rather than a belief in others and this is very crucial in being a successful leader for any organisation. One of the key disadvantages of transformational leadership is that passion and confidence can easily be mistaken for truth and reality. Whilst it is true that great things have been achieved through enthusiastic leadership, it is also true that many passionate people have been unsuccessful and led to a decline for the organisation. Another disadvantage is that, transformational leaders tend to see the big picture, but not the small things and this could lead them to fail as some small things may be crucial for the organisation and may be ignored by the transformational leader. Furthermore, given the right situation, transformational leaders can come into their own and can be extremely