Leadership Model

My Leadership Model

Professor Charlotte Westerhaus-Renfrow

In leadership studies, there are various models of leadership. One of the most common models is the situational leadership theory. The situational leadership model is one of the most recognized models and it is highly utilized in effective leadership (Kaifi, Noor and Nguyen, p29). The paper below seeks to discuss the situational leadership model.

        Situational leadership model is my preferred model of leadership. Situational leadership theory was developed in the late years of 1960s by Dr Paul Hersey together with Ken Blanchard who was a leadership trainer. In situational leadership, the management and mode of leading highly depends on the situation at hand. However, it is important for leaders to first identify their most important priorities and tasks before handling a situation. In addition, in the situational leadership model, a leader is always expected to consider the readiness level of followers by carrying out an analysis of the team’s willingness and ability. In relation to the level of readiness, a leader is required to apply the most appropriate style of leadership that will fit in the situation at hand. With reference to situational leadership model, there are four major styles of leadership which include coaching, directing, delegating, as well as supporting (Hersey, p54).

        To start with directing as a style of leadership in situational leadership theory, a leader should be certain that the willingness and ability of the people being led are low to handle the situation at hand. In such a case, it is argued that suppose the people being led are not able to do the job or are not willing to try in doing the job, then the leader must take up the directive role for the team to succeed. By directing, a leader is required to lead those in charge in defining the tasks and roles of followers. Besides, a leader in such a situation is expected to supervise followers within a team closely. In directing as a leadership style, decisions are made by the people who are in charge of the situation and that communication is always one way. It is worth indicating that directing is mainly used in situations when an issue serious or if it is accompanied by drastic effects suppose the situation is not successful.  In this case, it is the duty of the leader to maintain a directive position in order to complete all the required actions in an appropriate manner (Johnson and Blanchard, p83).

        Coaching is another important style of leadership under the situational leadership theory. This is an appropriate style of leadership especially in a situation whereby the people being led have low ability and high willingness of handling the situation at hand. Similar to directing, coaching requires a leader to engage in the definition of tasks and role. However, while defining the roles and tasks of the people being led, the leader obtains ideas and suggestions from them. In coaching, communication is two way but decision making process remains the duty of the leader. Since the willingness of the people being led is high and their ability of handling the situation is low, it is imperative for the leader to direct and supervise the people based on the fact that the people lack experience in handling the situation at hand. In coaching, the leader takes more time in advising, listening, as well as helping the people he or she is leading so that they can obtain the necessary skills in handling the task suppose they are found in a similar situation again (Johnson and Blanchard, p92).