Style and Situational Leadership Approaches Compared
This paper analyzes two prominent leadership frameworks: the style approach and the situational approach. The style approach examines leader behavior along task-oriented and relationship-oriented dimensions, arguing that effective leaders balance both to achieve organizational goals. The situational approach contends that leadership must adapt to followers' development levels, ranging from directive to delegative strategies. The paper compares the strengths and criticisms of each framework, noting that the style approach lacks situational specificity while the situational approach struggles with measuring follower development. The author ultimately advocates for the style approach, citing its emphasis on member satisfaction and leader influence as key advantages in organizational practice.
- Introduction to the Style Approach to Leadership: Defines leader behavior in tasks and relationships
- Introduction to the Situational Approach to Leadership: Leadership adapts to follower development levels
- Strengths of the Style Approach: Validated by research, expands leadership understanding
- Criticisms of the Style Approach: Lacks situational specificity and outcome linkage
- Strengths and Criticisms of the Situational Approach: Flexible but lacks measurement tools for development
- Selecting the Most Suitable Approach: Style approach preferred for satisfaction and influence
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What makes this paper effective
- Provides clear, parallel definitions of both leadership approaches before moving into comparison, giving the reader a solid conceptual foundation.
- Organizes strengths and criticisms into distinct subsections for each approach, making comparison straightforward and easy to follow.
- Grounds abstract concepts in practical examples, such as the task-relationship continuum and the follower development range, to illustrate theoretical distinctions.
Key academic technique demonstrated
The paper demonstrates effective comparative analysis by first defining each framework independently and then evaluating both on equivalent criteria — strengths and criticisms — before synthesizing a reasoned personal preference. This structured approach allows the author to build toward a conclusion that is logically supported rather than asserted without evidence.
Structure breakdown
The paper opens with separate definitional sections for the style and situational approaches, then shifts into a comparative analysis organized by strengths and criticisms for each. It concludes with a brief personal reflection identifying the style approach as most applicable, supported by two specific rationales — member satisfaction and leader influence. Citations from Northouse (2007), Roberts (2016), Scholl (2003), and Virkus (2009) anchor key claims throughout.
Introduction to the Style Approach to Leadership
The style approach to leadership focuses on the leader's behavior — specifically, what the leader does and how they do it. Behaviors are classified into two categories: those related to the task at hand, and those visible in the leader's relationships with other staff members. The first category relates to how the organization's objectives are achieved and how the leader helps the team accomplish them. The second category concerns the leader's ability to help team members feel settled in their roles, comfortable with their colleagues, and motivated in pursuing the organization's goals. In short, the style approach examines how a leader conducts themselves in terms of tasks and relationships in order to achieve set goals (Virkus, 2009).
A person who establishes clear structure and uses appropriate behavior to enable their team to apply their skills and abilities in fulfilling a task is considered a good leader. The behaviors identified under the style approach are distinct: leaders may be strong in task behaviors while weak in relationship behaviors, or vice versa. These two behaviors do not necessarily have to coexist in any one leader. However, an effective leader may combine them in a way that brings about success. The two behaviors are considered to exist on a continuum, so that a leader can be described as more task-oriented, where the primary focus is on the task, or more relationship-oriented, where the primary focus is on interpersonal dynamics. Roberts (2016) describes this range as resembling an inverted V whose apex represents efficiency, while the two tails represent task focus and process focus respectively.
Introduction to the Situational Approach to Leadership
The situational approach to leadership emphasizes anticipated results and the progression of the team. It rests on the assumption that effective leadership is specific to a given situation and can therefore be tailored accordingly. A leader must both direct the team and support it. The leader is responsible for determining how well suited their team members are in terms of abilities and commitment to the task. Based on this evaluation, the leader determines whether they need to focus primarily on directing the team or on providing support so that organizational goals are achieved (Roberts, 2016).
In this type of leadership, team members are placed on a continuum according to how well developed they are — both in terms of the skills required for the job and their dedication to it. Some team members may lack the requisite skill level but remain highly committed to completing the task. Those considered to have a high level of development possess both competence and motivation. Where the team is high in both competence and motivation, a leader may opt for a delegative style of leadership. Where followers are less developed, the leader should be more directive. Thus, in the situational approach, the situation itself dictates the type of leadership style needed. The leader must evaluate their team, determine where members fall on the development continuum, and adjust their leadership style accordingly.
Strengths of the Style Approach
The style approach expands the understanding of leadership by focusing on the behavior of the leader. It takes a critical look at how leaders behave in terms of being task-oriented or relationship-oriented, thereby deepening insight into leadership practice.
Numerous research studies have validated this approach, recognizing it as a credible framework that provides meaningful understanding of how leadership operates in practice. The style approach identifies the two central elements of leadership behavior — task-related behavior and relationship-related behavior — and provides a systematic way of examining which tendencies a leader is predisposed to display. Leaders can examine their own behavior, identify their dominant approach, and adjust their style in order to become more effective (Northouse, 2007, pp. 78–79).
References
Northouse, P. G. (2007). Leadership: Theory and practice (4th ed.). Thousand Oaks, CA: Sage Publications.
Roberts, F. (2016, January 16). Situational approach to leadership. Retrieved from Fred Roberts: https://sites.google.com/a/stgregoryschool.org/mr-roberts/home/theoretical-and-applied-leadership/situational-leadership
Scholl, R. W. (2003). What is leadership? Retrieved from University of Rhode Island:
Virkus, S. (2009). Leadership models. Retrieved from Tallinn University: http://www.tlu.ee/~sirvir/IKM/Leadership%20Models/trait_approach.html
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