Leadership styles have been explained by different models including; Transformational and Transactional Leadership Model (David Ingram), Situational leadership Model among others. The latter according to Kenneth Blanchard and Paul Hersey is a description of leadership where the leader or manager of an organization will have to vary his style to fit the development level of the followers. It means that with situational leadership, the status-quo determines why, when and how the leader should adjust his style to meet the needs of others. Fig.
3.1 shows a list of factors that will call for situational leadership style Source; ILM Slides on Leadership and ManagementDirecting Leadership Style; This style of leadership is used when a worker is of low competence but high commitment. Their commitment is a strength but low competency is their weakness and requires the leader’s sole directions, involvement and close supervision to doing the right thing at work.
For example, the team do exactly what they are required by the leadership.Coaching Leadership Style; This focuses on workers of some competence but low commitment. Here, decisions still ultimately lie with the leader, however, input is made by the worker’s requisition to do something by virtue of somewhat competence and the leader will have to guide them and help in their decision.
Partial employee involvement. Thus, the leadership help the team to make rightful decision regarding what they are supposed to do.Supporting Leadership Style; in this situation, employees are of high competence though not highly committed and therefore take bulk of responsibilities for their decisions. Whilst they still take directions from the leadership, the leadership’s style changes from coaching to assistance, motivation, praise and feedback to get the best out of the team.Delegating leadership Style; this type is adopted where employees are of high competence and high commitment. With this style of leadership, the employees know their role and perform it with little supervision.
This emphasises total followers’ involvement with the least of leadership for direction and feedback.