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Leadership Is The Approach Used Research Paper

According to Ken Blanchard 'four leadership styles stems out of combinations of supportive and directive behaviors and that include directing, coaching, supporting and delegating styles' (Erven 2001). Leading gives emphasis on the supervision of control over the subordinate, coaching gives importance in providing information on the work requirements and solicits suggestions while still assuming control over the situation, supporting indicates support on the follower or employee rather than taking control and delegating entails the turning over of the responsibility of the manager to the subordinate.

In a situational leadership, style is not dictated by the leadership skills of the manager but rather, by the demands of the existing work environment catering to the particular needs of the organization. A good situational manager must be able to perform several leadership styles as the need arises. An example that shows the strengths and weaknesses...

This may lead to a disappointment that will both hurt the manager and the subordinate. In this situation the worker may be tagged as incompetent but in truth, it was the manager who was not able to determine the best leadership style to perform. So it is a must that the situational leader be able to accurately diagnose the skills and capabilities of subordinates and match it accordingly to the chores assignment to attain an excellent work completion.
References

Erven, B. (2001 July). Becoming an effective leader through situational leadership.

Dept. Of Agricultural, Environmental and Developmental Economics. Ohio State

Staehle, W. (1976). "Situational approach to management." Management international

Review . Vol. 16…

Sources used in this document:
References

Erven, B. (2001 July). Becoming an effective leader through situational leadership.

Dept. Of Agricultural, Environmental and Developmental Economics. Ohio State

Staehle, W. (1976). "Situational approach to management." Management international

Review . Vol. 16 (3). Springer.
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