Leadership Approach Analysis
Description and Analysis of Style and Situational Approaches to Leadership
Style Approach to Leadership
This is the approach which focuses on the leader's behavior in terms of what he/she does and how they actually do it, viewed as what is important. Behaviors are classified as those which are related to the task at hand as well as those which are seen in the leader's relationship with the other staff members. The first classification relates to how the objective of the firm is achieved and how the leader aids the team to achieve this objective. The classification on relationships is about the leader being able to influence the team to feel settled in their roles, in their work with their colleagues and in their pursuit of the firm's objectives. Therefore, style approach looks at how the leader conducts himself/herself in terms of tasks and relationships in order to achieve the set goals (Virkus, 2009).
A person who comes up with a structure and uses appropriate behavior to enable his team apply their skills and abilities in fulfilling the task at hand is considered a good leader. The behaviors identified under the style approach are distinct. Leaders may be seen as strong in task behaviors while weak in relationship behaviors or vice versa. The two behaviors do not necessarily have to be prevalent in a leader. However, an effective leader may combine them in a way that will bring about success. The two behaviors are considered to be on a range so that a leader can be described as more task-oriented, where the main focus is on the task, or more relationship-oriented where the main focus is on relationships. Roberts (2016) states that this range can be seen in the form of an inverted V whose top is efficiency while the two tails are the task and the process.
Situational Approach to Leadership
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It is based on the assumption that leadership is specific to a situation so that it can be tailored for each situation. A leader must direct the team under him as well as support them. The leader is tasked with the responsibility of determining how well suited his/her team is in terms of their abilities and their focus on the task. The leader from this evaluation will then be able to determine whether they need to focus on directing the team or supporting it so that the goals of the organization are achieved (Roberts, 2016).
In this type of leadership, the team is placed on a range or continuum, depending on how well developed they are in terms of their skills for the job as well as their dedication to the job. The team may have people who do not have the right level of development in terms of the skills required, but they may be highly committed to completing the task. Those who are considered to have a high level of development are those with both the competence and the motivation. Where the team is high in competence and motivation, a leader can opt for a style of leadership that allows for delegation. However, where the followers are not highly developed, the leader should be more directive. Thus, in the situational approach to leadership, the situation dictates the type of approach that the leader needs to use. Therefore, the leader must be able to evaluate his team to find out where they lie on a continuum of development and adjust his/her leadership style accordingly.
Compare and Contrast the Two Styles of Leadership and Identify the Best Use for Each of the Styles
Style Approach to Leadership
Strengths
In the style approach, leadership is expanded in terms of the behavior of the leader. It takes a more critical look at the leader and…
