SITUATIONAL LEADERSHIP

Situational Leadership

Situational Leadership

Leadership

Leadership has been defined as "activity to influence people to voluntarily strive to achieve the objectives of the group."

Per group is meant a small group, a branch of the organization, organization, etc. Because what matters here is the leadership in the organizational field, from now on use the word "organization" to mean taken as a whole or any sector or group of compounds. (Peter, 2010)

From this definition emerge two key areas of leadership:

1) The intellectual process of thinking about the objectives of the organization.

2) The human factor that is influencing people to voluntarily be committed in achieving the objectives.

John P. Kotter, in his excellent book "The leadership factor" (1988), says that leadership is characterized by the following:

1) Develop a vision of what should be the organization and generate the necessary strategies to implement the vision.

2) Making “network" cooperative human resources, which involves a group of highly motivated and committed people to turn vision into reality

The definition of leadership cited at the beginning contains a key word "voluntarily", which could also be translated as "willingly." It is not just to influence people, but to do so to voluntarily committed, in the corresponding objectives. Therefore, we exclude the influence concept of leadership based on coercion. It can be concluded that leadership and motivation are two sides of same coin, where the first look at the leader and the second to his followers, therefore, we can also say that lead is to cause motivation.(Komives, Wagner, 2009)

Situational leadership theory

Since the 70's, a new form of leadership (even if it is not so new now) has become very popular in the business world. This form of leadership is called situational leadership. This leadership model was developed by two experts Leadership Paul Hersey and Ken Blanchard. They present this theory to the culture of corporate leadership more dynamic and able to harness the power of its teams.

According to the situational leadership model, a leader must not stagnate in its decision making and even trends should not use an approach based on a formula. Instead, they must work under the circumstances. Like two circumstances will be the same, leaders must be held constantly on their guard and make decisions based on current constraints and the means at their disposal. (Blanchard K., Zigarmi P., Zigarmi D., 1985)

Overall, the situational leadership model of leadership roles divided into four categories.

Leaders telling

In this aspect of leadership, leaders provide advice and suggestions to their team members but they do not take the opinions of many members into account. Such leadership will not work if the members are already experienced, but works very well for teams that are composed of amateurs who are members in search of meaning anyway. Sales Leaders

Leaders sometimes have to sell what they want their teams to do. They may have to "sell" a particular mission for them. However, this cannot be done without encouragement and ...