Analysis Of The Situational Leadership Style

This section identifies the author’s results of the self-assessment and the preferred leadership style, as well as a discussion whether the author agree with the assessment or not. The Situational Leadership model was developed by Hersey and Blanchard as a tool to identify the relationship between leaders and the group, and how leaders should adapt their behavior style to the situation (Northouse, 2013). The Situational Theory of Leadership suggests that no single leadership style is best because of different situation that may arise and require the leader to adjust his style to best fit the developmental level of group members for specific tasks (Northouse, 2013). Hersey and Blanchard identify the four leadership styles, S1 – S4, and suggests that leaders should match these with the four corresponding development levels, D1 – D4. The four leadership styles are denoted with a letter-number as followed: S1: Telling, S2: Selling, S3: Participating and S4: Delegating. Similarly, the four development levels are D1: Low competence and low commitment, D2: Some competence and low commitment, D3: High competence and variable commitment, and D4: High competence and high commitment.
According to the results from the Situational Leadership Style Self-Assessment, “Selling” received a …show more content…
When the group is not responding to the leader or group members, lacking of motivation, unable to solve problem themselves, or declining in performance, as a leader I will have to spends time listening and advising the group to create trustworthy relationship and motivation. This may established loyalty between the leader and the group, and as a result, this may effectively inspire professional development and overall performance. Also, I will help them to gain necessary skills to increase their