Situational Leadership Style

As the name suggests, the situational leadership style emphasizes the influence of the environment and situation. In its application, situational leadership style is described in several theories, including: 

Hersey and Blanchard revealed a leadership theory known as the " Cycle Theory of Leadership " in 1982 which started from the cycle of human life. According to research they found that leadership styles tend to vary from situation to situation. To apply an effective leadership style, it must begin with diagnosing the situation as well as possible.

Situational leadership style according to Hersey and Blanchard in Thoha (2003:317) is based on the interrelationships between the following:

1. The number of directions and directions given by the leadership.
2. The amount of socio-emotional support provided by the leadership.
3. The level of readiness or maturity of followers shown in carrying out specific tasks, functions, or goals.
   

To find out the characteristics of this one leadership, According to Hersey and Blanchard, there are four basic styles associated with situational leadership theory. Launching Cleverism , the four are:

 

• Directing / telling (S1) : The leader tells subordinates what to do, then explains how to do it. This stage is similar to the autocratic leadership style.
• Selling (S2) : The leader aims to ' sell ' ideas and messages to subordinates to make them understand and participate in processes and tasks. This stage involves supervision and proactive discussion between leaders and subordinates.
• Participating / participating (S3) : This stage uses a democratic approach that allows the leader to give more leeway to his subordinates. Leaders are still directing in some areas. However, subordinates play an active role in making decisions and determining how to complete tasks.
• Delegating / delegating (S4) : This is the last stage where the leader is completely "hands off" of the way the subordinates work. In a sense, the leader is no longer involved in the employee decision-making process. [1]
  

Basically in every leadership style there are 2 main elements, namely the element of direction ( directive behavior ) and the element of assistance ( supporting behavior ). From these two elements, leadership styles can be grouped or combined from the two main behaviors of leaders which then produce four basic leadership styles. The four leadership styles are described as follows:

a. Instruction Style         

A leader with an instructional style exhibits a lot of direction (in task behavior) and little support (in relationship behavior). Leaders give specific instructions about the roles and goals of their followers, and closely monitor the performance of their duties and are characterized by one-way communication. Problem-solving and decision-making initiatives are carried out solely by the leader. The leader defines the role of followers and tells them what, how, when and where to do the task.

b. Consulting Style

A leader with a consulting style exhibits a lot of directing and supportive behavior. Leaders with this style want to explain the decisions and policies taken and are willing to accept opinions from their followers, but the leader still has to continue to provide supervision in completing the tasks of his followers or subordinates and decision making remains with the leader. Has carried out two-way communication between leaders and subordinates.

c. Participation Style

Leaders with a participatory style emphasize providing a lot of support and little direction. Leaders make decisions together with subordinates to exchange ideas / ideas and support their efforts in completing tasks. Positions of control over problem solving and decision making are held alternately. Two-way communication is enhanced and the leader's role is actively listening. This is natural because subordinates/followers already have the ability to carry out their duties.

d. Delegation Style

Delegation-style leaders provide little support and little direction. Leaders with this style delegate overall decisions and responsibility for carrying out tasks to their subordinates. So that subordinates who have control to decide on how to carry out the task. Leaders provide extensive opportunities for subordinates to carry out their own instructions because they have the ability and confidence to assume responsibility for directing their own behavior. [2]

 

Well, here's a little explanation about Situational leaders, hopefully it's useful

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Reference

 

[1] https://glints.com/id/lowongan/gaya-kepemimpinan-situasional/#.YB1PqOoxXiw 

[2] https://www.kajiandunia.com/2016/04/gaya-kepemimpan-situasional.html