Running Head: SITUATIONAL LEADERSHIP

Critical Thinking

Leadership Practice

Student

Professor

Institution

February 2, 2021
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Critical Thinking: Leadership Practice

Introduction

The research has indicated that no particular type of leadership is effective in all kinds of

situations and the leaders have to adopt various leadership approaches to deal with different

situations. Hersey & Blanchard (1969a) developed theory of situational leadership that

emphasizes using different kinds of leadership approaches to deal with variety of situations

within same organization (Northouse, 2013). The purpose of putting forward the concept of

situational leadership was to deal with evolving situations that leaders of modern organizations

face in modern world. The leaders can rely on any specific leadership style and they must adapt

according to the challenges that they face in performing their duties. Northouse (2013) has

highlighted that the two key dimensions of leadership role include a supportive dimension and a

directive dimension. Since the leaders are dealing with employees in any organization, they have

to assess the level of commitment as well as their competency to perform in employees. Both,

the level of commitment and competency, differ in case of each employee of the organization

(Walls, 2019). Therefore, the leader has to adapt and develop a particular style of leadership

according to the needs of each particular employee. According to this theory, the success of the

leader depends on his/her ability to adapt according to the needs of the employees. Blanchard

(1985) modified the basic model developed by Hersey & Blanchard (1969a) and named the new

approach as Situational Leadership II model (Northouse, 2013). This is an improved version of

previous model and it has several dimensions highlighted in Figure 1.

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Figure 1 (Northouse, 2013)

Figure 1 shows four different styles of leadership that a leader can adopt according to the needs

of the employees. Following are the four leadership styles according to this model:

1. Directing style (S1): When leader’s behavior is low supportive and high directive

2. Coaching style (S2): When leader’s behavior is high supportive and high directive

3. Supporting style (S3): When leader’s behavior low directive and high supportive

4. Delegating style (S4): When leader’s behavior is low directive and low supportive

The leader has to select a particular style depending on specific needs of a situation (Northouse,

2013).
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Readiness Level of Employees

The situational leadership theory also suggests how leaders can assess the readiness level of

employees. Northouse (2013) described readiness levels of employees in terms of development

levels.

The readiness level of employees is represented as the development level of employees. There

are four development levels presented in this model. This model assesses the development level

of employees depending on two factors including: (1) commitment; and (2) competence. D1 is

the lowest level of employee development at which employee has high commitment but low

competence. This is usually the case with employees who are new. D2 is the second level at

which employees have low competence but they are somewhat committed. This is the case with

employees who tried to learn at their jobs but lost motivation due to some reason. D3 is the third

level of employee development at which commitment is low but the competence is high. Such

employees are competent to perform tasks assigned to them but they are uncertain about their

capabilities. D4 is the highest level of employee commitment at which commit and competence

are high. These employees have skills as well as motivation to do the tasks that are assigned to

them (Northouse, 2013).

Analysis of Readiness Level

 Amani: Amani is at level D3 which means he has high competence but low level of

commitment to work. He is the longest serving employee with high competence but

lowest morale.

 Bassmah: Bassmah has low competence because she has not learned about the software

that is a key component in her duties; however, her long tenure with company shows
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reasonable commitment with her company. She is still trying to learn the software. It

shows Bassmah is at level D2.

 Hadeel and Rawan: Both of these employees have worked well with the customers but

they are now facing some kind of conflict due to which their commitment level has

declined. They are at level D3 because they are competent for their jobs.

 Samah: Samah is the newest employee who is at level D1 because she has very low

commitment to her job. She is looking to quit with the company because she has not been

able to understand her role and responsibilities.

Leadership Behavior for Each Employee

According to Situational Leadership model, the leader has to use a different style for employees

at different levels of development (Ali, 2017). According to Blanchard (1985), the leader should

adopt S1 for employees at D1, S2 for employees at D2, S3 for employees at D3, and S4 for

employees at D4 levels. Following is the approach that the leader can develop:

 Amani: Amani is competent with low commitment which means leader can adopt

supporting style (S3). The leader does not need to use directive behavior because Amani

is competent to do his job. Leader needs to use only supporting role because Amani needs

leader’s motivation to keep doing good work.

 Bassmah: Bassmah is at D2 which means that the leader has to use coaching style (S2)

with Bassmah. Bassmah needs directions from leader to understand the software and she

needs support from leader to get motivation for work.

 Hadeel and Rawan: Both of these employees are at level D3 and leader needs to adopt

supporting style (S3) because both of them are competent and require supportive

behavior from leader to get motivation for work.

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 Samah: Samah is at level D1 and leader needs to adopt directing style for her. Leader’s

directive role can help her in understanding her role in the company.

Plan of Action

The leader has to provide an explanation to the Vice President of the company that the

employees need situational leadership approach. The leader can lead the employees at level D3

(Amani, Hadeel, & Rawan) to higher performance by using supporting style (S3). The leader can

improve the performance of employees at level D2 (Bassmah) by adopting coaching style (S2).

This will help such employees by providing them with directions along with support to get

motivation for work. Finally, the leader can help improving the performance of employees at

level D1 (Samah) by adopting directing style (S1) which will help the employee through

providing them with appropriate direction for work.

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Bibliography

Ali, W. (2017). A Review of Situational Leadership Theory and Relevant Leadership Styles: Options for
Educational Leaders in the21st Century. Journal of Advances in Social Science and Humanities , 3
(11), 1-12.

Northouse, P. G. (2013). Leadership: Theory and Practice. London: SAGE Publications.

Walls, E. (2019). The value of situational leadership. Community practitioner: the journal of the
Community Practitioners'& Health Visitors' Association , 92 (2), 31-33.