The situational leadership model depicts four styles of leadership that are based on the amount of task behavior and the amount of relationship behavior a manager uses when guiding employees. The four styles are as follows: (1) delegating (2) coaching (3) directing and (4) supporting. Under the delegating style, a manager gives the employee more control over the situation and has low task and low relationship focus. A manager uses the coaching style by explaining and simplifying what needs to be done to resolve a situation. The leader has a high task and relationship focus. The directing style of leadership involves a leader that will try to understand why the employee lacks job enthusiasm and why he or she is not able to complete the job. Finally, the supporting style of leadership can be used by a manager to praise the employee and make them feel good about the work they are doing. Managers using this style have low task and high relationship focus. In addition to portraying the four styles of leadership, the situational leadership model illustrates four development levels of employees. Development level one describes employees who have low competence and high commitment. They are optimistic but unskilled. An employee at development level two is inconsistent and will need advice and reassurance. Development level three employees need praise and support as they are self-critical and only mostly productive. Employees who are of a level four development are experts and needs to be trusted and challenged by management.
In the text, four situations are presented as well as options management can use to lead their employees. Based on the situation and the development level of the employee, a manager can determine the appropriate action to take. In situation 1, the employee is motivated, committed and highly proficient in the work that needs to be done. She is at development level four. To handle the situation and lead the employee, management has four options. Each option represents a leadership style as follows:
A: Delegating Style
B: Coaching Style
C: Supporting Style
D: Directing Style
To better manage this employee the leader should use the delegating style of leadership.
In situation 2 the employee is inexperienced but enthusiastic. Her developmental level is one. This employee needs to be directed and option C is the optimal action the manager should take. The four options offered depict the following styles:
A: Coaching Style
B: Supporting Style
C: Directing Style
D: Delegating Style
In situation 3 the employees are discouraged with their work. Their developmental level is two. Management should use either a supportive or coaching style to get the employees back on track. The options and styles are as follows
A: Directing Style
B: Delegating Style
C: Coaching Style
D: Supporting Style
In situation 4 the employee is unsure about his ability but he is a skilled worker. The development level of this worker is three. The four options are as follows:
A: Delegating Style
B: Coaching Style
C: Supporting Style
D: Directing Style
Management should use the supporting style to show the employee that he is capable of the job.
The situational leadership model provides managers with a way to understand what style of leadership they use and how to connect with employees at varying development levels.