The type of leader I would want to be.
I want to be an adaptive leader, according to the situational leadership style. According to the model, leaders have to adapt their styles of leadership to fit the team and the individual capabilities of team members instead of focusing on other factors in the workplace. Using this style, I will be able to adopt a mixture of situational leadership styles swiftly. The model stipulates that successful leadership is relevant to both relationship and task. The model is flexible and not static. It is based on the concepts of the level of development of a team member, and leadership itself.
There are four leadership styles under the model. The four are participating, delegating, telling and selling leadership styles. Leaders who adopt the telling leadership style make decisions and communicate them to team members. The communication is mostly one way. Leaders create goals and roles for the team members and expect them to accept those (Jacobs, 2006). Delegating style leaders adopt more hands-off. The leader provides little guidance to the team. The style allows members of the team to be lead sub-groups and be responsible for specific tasks. The participating style is more democratic. The leader shares the responsibility of making decisions with team members. Selling style leaders create goals and roles for team members. However, the leaders try to drive their ideas to the team by giving instructions persuasively.
I want my leadership-p to be characterized by a highly motivated and positive environment; an environment that promotes growth and learning of the team. In my leadership, team members will have a chance to grow by involving them in the decision-making process while still managing to influence their work. Involvement of the team in the decision-making process builds the confidence of individuals in the team and improve my relationship with the team. Studies have proven that a team with a closer relationship with their leader is more productive (Yukl, 2012). The close relationship with the team allows the leader to have a deeper understanding of individuals, and therefore know what style to adopt in different situations.
Competencies of a situational leader
To become a coach, one has to learn to become more insightful. A leader is required to understand the needs of team members deeply, then change their management to meet the needs of the followers. Also, the leader has to be able to gain the confidence and trust of their followers. The leader must have the ability to solve problems. A leader has to be decisive and find creative ways to solve problems (Yukl, 2012). An adaptive leader has to be flexible in their approach. They have to change leadership styles smoothly. I should also possess the capability to evaluate the abilities, confidence, and the maturity of my followers so I can then choose the right strategy to improve the performance of followers and their character.
To effective apply this style, one needs to understand the motivations, strengths and weaknesses of individual team members to assist them. The leader must possess good communication skills as well so that they communicate clearly and regularly. Another skill required is the ability to set roles and objectives that are well defined and clear.
Learnings
Leadership in organizations is purposed to facilitate and influence the efforts of individuals and those of a group towards accomplishing shared objectives (Yukl, 2012). Leaders can improve an organization’s or group’s performance by impacting on the process that determines performance. For this reason, leadership needs to be effective. In the modern work environment, one of the most attractive qualities in an employee is effective leadership. There exist many theories on what type of leadership style is most favourable in improving the productivity of a team and boosting the morale of employees. One of these theories is the contingency theory of leadership. The theory emphasizes situations and argues that situations affect the effectiveness of leaders. According to this theory, the adaptability of a leader is the most important tool in the workplace (Walls, 2019).
Limitations of the style
However, the model has its limitations. This style is both times consuming and requires commitment. Some of these limitations are beyond the control of the leader. The authority of the leader may be limited by the organization’s hierarchy which may force the leader to adopt styles that are rigid rather than adapt to the maturity of their followers. The modern work environment is very fast. The fast work environment and the timelines limit the implementation of adaptive styles.
Moreover, there are constraints on resources and options can force leaders to act based on the circumstances rather than acting on the strategies they have built according to the maturity of their followers (Yukl, 2012). The model puts a strain on the leader. If the leader’s decisions are flawed, it may lead to long-term perils (Walls, 2019). Also, the style puts more emphasis on shorts run needs as opposed to long term needs. The style also poses a challenge to managers when it comes to the issue of maturity. Maturity may take different meanings. There are emotional maturity and maturity in the job brought by experience. It is easy to confuse the two. Emotional maturity does not mean that a follower is mature in their roles at work.
Benefits of the style
Situational leadership allows the leader the opportunity to change their leadership at their discretion. This freedom makes the team more efficient (The Center for Leadership Studies, 2017). The model also brings about job satisfaction and creates a comfortable work environment. Studies have established that employees adaptability of a leader is desirable. The model is also easy to apply and helps in adapting to the changing work environment (Yukl, 2012). The leader can evaluate the situation quickly and make the necessary decisions. Adaptive keeps the leader alert which makes them more successful. The leader’s adaptability keeps the team productive (The Center for Leadership Studies, 2017). Also, the model considers the entire lifecycle of an employee. It provides leaders with the framework to engage and influence the behaviour of followers appropriately. Finally, situational leadership style utilizes the specificity of tasks to serve as a mechanism through which leaders optimize their influence related impact (The Center for Leadership Studies, 2017).