A Closer Look at Style and Situational Approach

     As individuals, we encounter different aspects of leadership every day.  However, we never fully take a look at the core of what truly makes a leader, nor do we look at the approach that leaders have to being a leader or how they adapt to situations they find themselves in.  In class this week, we learned about the style approach and situational approach of leaders and were asked to think of situations when we were leaders or followers and what approach did we take in them. Also, we were asked to identify the best leader or worst leader we know and to elaborate on their leadership styles and highlight the differences between the two.  Initially, I pondered on this assignment.  Over the years, there have been numerous individuals in my life whom I would consider some of the best leaders around and others that in my opinion, should never call themselves a leader. 

     For the purpose of our assignment, the style approach focuses totally on what leaders do and their actions. Situational approach, on the other hand, pertains to how leaders behave in situations. Research suggests that task behaviors and relationship behaviors are the primary basis for the style approach of leadership. Essentially, task behaviors aids goal accomplishment and helps group members to achieve their objectives.  Relationship behaviors allow subordinates to feel comfortable with themselves, others and the situation that they may find themselves in.  Over the years, several studies have been done to examine the style approach.  The most notable studies are the following: The Ohio State University studies (1940), the University of Michigan Studies (1960) and Blake & Mouton’s Managerial (Leadership) Grid (1960s).  All of these studies are indicative of the notion that behaviors of leadership are closely related to the style of leaders.   The Ohio State studies and the University of Michigan studies developed complete questionnaires that allowed subordinates and leaders themselves to rate their style of leadership in various areas. 

The Managerial Grid, which has been renamed the Leadership Grid (Blake & Mouton) is perhaps the best known model of managerial behavior.  This model was designed to explain how leaders are able to help organizations to attain their purposes through two primary factors: concern for production and concern for people.  The Leadership Grid depicts five major leadership styles: authority-compliance (9, 1), country-club management (1, 9), impoverished management (1, 1) middle-of-the-road management (5, 5) and team management (9, 9).  The chart below further explains each of these styles.   

Retrieved from http://coachingcosmos.com/34.html.

     In looking at the various leadership styles, it is easy to figure out where I would fall at on this grid.  Presently, I would have to say that my leadership style is team management and this is the style that I look for in those who are my managers and supervisors.  At my part-time job, my supervisor falls into this very category.   She makes the job of working in retail and fun and is always thinking of ways that we can grow together as a unit. Recently, she had the company, New York & Company, to sponsor a bowling night out for our store.  The purpose of this activity was to boost the morale of the associates and to give the newer associates a chance to meet the other associates and vice versa.  Although, everyone did not participate because of personal obligations, those that did learned a lot about each other and our store sales and credit sales have been up since.  My store manager has a personable attitude and never asks us to do any task that she wouldn't do herself.  I really admire my manager because of this and I am always willing to do whatever it is she asks of me.  I strive to be a mixture of task and relationship-oriented on both of my jobs.  The relationship aspect of it allows communication and works well with my developmental levels as a subordinate.  

The situational leadership approach of leadership stresses the importance of a leader being able to change their leadership style to match the developmental level(s) of their subordinates.  In other words, sometimes, a leader may need to be more supportive than task-driven to get the point across to subordinates.  The chart to the right illustrates the various leadership levels and developmental levels of subordinates. By far, I believe that a S2 style, also known as a coaching approach tends to fare better in the context of my aforementioned part-time job.  This approach allows the leader to place focus on both the job at hand and the socioemotional needs of the employee.  However, it should be noted that in order for the situational approach to work, it is the responsibility of the leader to first assess and determine the nature of the situation. Secondly, the leader has to adapt his or her style to the correct developmental level of the employee(s).  One of the impressive things about this type of approach is that it can be applied across a host of settings: work, school and family.   The pros of the situational approach outweigh the cons of it. The pros are that 1) it has stood the test of time and is well-known in the realm of leadership, 2) its applicability, 3) its prescriptive value and 4) the flexibility it affords the leader in any given situation. 

Although both the style approach and the situational approach do not have substantial amounts of research to support their meanings, these approaches yield the way for effective leaders and effective leadership.  One thing that’s for sure is that as I continue the duration of attaining my MPA, working and applying for better employment in the government, I will emphatically apply these concepts.