Situational leadership has become a popular tool used to explain leadership styles, and to train leaders. The paper presents an assessment of this theory, starting with the next relation of the theory before looking at the advantages and disadvantages associated with its use. The conclusion argues that although the theory is attractive, it is flawed, and focuses on the arguments against the theory.
HRM
The Pros and Cons of Situational Leadership
Situational leadership has become a generally accepted theory of leadership (Northouse, 2012). However, despite its attractions, it is not a perfect model due to flaws which are present in the underlying assumptions. The aim of this paper is to look at the model of situational leader, defining what it is and the way the theory fits in with practice. The advantages and the disadvantages of the model may then be assessed to demonstrate why and how this is a flawed leadership model.
Situational Leadership Model
In the past, many leadership theories have been developed in order to explain how and why leaders could be effective, with the aim of supporting leadership development. Early approaches, such as Great Man theory, trait theory and behavioral theories examined existing leaders to identify commonalities that may define good leadership, but leaders were to diverse and sufficient commonalities were not found. This lead to the idea that different situations would impact on what type of leadership was needed (Bass, 2008). Hersey and Blanchard (1977) developed the concepts of the lifecycle theory of leadership or situational leader. This theory speculated that the best type of leader was one who would be able to adapt their leadership style to match the situation in which they were leading (Northouse, 2012; Hersey and Blanchard, 1977). Situational influences which can influence the leadership style may include the internal environment, where consideration of issues such as the personality of employees along with their skills/knowledge, as well as practical requirements. A major consideration is the level of development of the employee, assessed along a development continuum (Northouse, 2012). For example, in any situation employees with a low level of relevant skills or knowledge, at an early developmental stage will require a high level of direction, as they develop the leadership style should accommodate the progress and move to a style with a higher level of coaching, and when a mature and fully developed employee is present the optimal style may be the provision low direction and low support; empowering the employee (Northouse, 2012). The employees may move backwards and forwards along the development continuum, and be at different points for different tasks (Northouse, 2012). Leaders adopting situational approach needed to be flexible in order to adapt to the level of support and leadership style that is most beneficial for each employee. It is also assumed that other influences in performance such as commitment and motivation will be associated with the level of development (Northouse, 2012).
Advantages (affirmative position)
The situational model of leadership has undeniable advantages to support its use. The wide-scale take-up of the model indicates that it has been found highly useful; Northouse (2012), reports that of the Fortune 500 companies, but these 400 have reported utilizing the situational leadership model as part of their training programs. This indicates that organizations are founded an effective tool to help develop leaders. Secondly, the model may be argued as one which can provide practical guidance, and facilitate with the development of leaders. An underlying concept of the model is that leadership can be taught, if the potential leaders can be taught to adapt their style to meet the needs of the employees (Northouse, 2012). The model which assesses employees based on a developmental continuum facilitates a relatively simple application of the theory and practice. Furthermore, the model may be argued is built on commonsense, the abstract ideas will appeal to the intuition of many potential leaders (Northouse, 2012). The simplicity and generalization of the approach also provides model which can be applied in numerous types of situation, which is also advantageous (Northouse, 2012). The model may also have an advantage in is descriptive nature; not only does describe how leadership should take place it gives practical advice and directions on what should and should not be done in different situations (Northouse, 2012). The final major advantage is the flexibility of the model, and the recognition that employees will be different, and as such a single leadership style would not suit all employees (Northouse, 2012).
Disadvantages (negative position)
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