![]() ![]() I want to go home!” And yet he still can’t push the pedals round, still not looking up… How would you continue the bike training after the child has already fallen a few times? His initial enthusiasm has completely gone. In short: they need to be led by Telling. As a manager the best way to support novices is to give them lots of directions. What they are lacking is the knowledge and the skills that are necessary for completing the task successfully. Look up, look up!”īeginners are often motivated and eager. Make sure you look ahead, not on your feet. “Put the pedals in the right position and hold the handlebars. What he really needs now is somebody to tell him what to do and how to do it. He probably doesn’t need that much emotional support. I know you can do it, you just need to trust yourself…” Well, not really. Would you support or coach using plenty of encouragement? “Come on, you can do it. ![]() I will be sitting over there on the bench…” Probably not a good idea at this stage. What “leadership style” would be appropriate in this situation? He has never ridden a bike before and he is naturally eager to try. Imagine that you are about to teach a child how to ride a bike. Understanding situational leadership with a simple analogy So let us simplify this question with a simple analogy inspired by Hersey and Blanchard: Imagine that you are teaching a child to ride a bike… Which style should be used in what situation? Those managers who have come across this model might remember that it depends somehow on the competence and the level of motivation of the colleague.īut exactly which combination of skills and motivation requires which management style? There is a lot of confusion about this. In this figure you can see the summary of the four basic leadership styles. A leader using this style basically lets his colleague do his job on their own. Delegating: The manager’s directive and supportive behaviour are both at a low level.In the communication between manager and employee there is much less emphasis on how to solve the actual problem: directive behaviour is at a lower level. Supporting: The third leadership style mainly focuses on motivation and supportive behaviour.The leader spends a lot of their time discussing the task at hand, but they also try to increase the employee’s motivation with plenty of emotional support. Coaching: The coaching style involves a high level of task-oriented behaviour as well as a high level of supportive behaviour.In short, a leader with this style mostly focuses on the task at hand and doesn’t devote much energy to offering emotional support. Telling/directing: This style can be characterised by a lot of communication related to the task (directive behaviour such as giving instructions, explaining, stating expectations, etc.) and a relatively small amount of supportive behaviour (such as giving encouragement, positive feedback, etc.).A good leader must be able change his leadership style and always use the one that best fits a given colleague’s skills and motivation.īut just what are the leadership styles Hersley and Blanchard talk about? Essentially there are four of them: This is the underlying idea of the Situational Leadership model created by Paul Hersey and Ken Blanchard. Equally, they can all turn out to be disastrous if the manager doesn’t have the flexibility to change his approach from one situation to the other, from one colleague to another. Situational leadership in a nutshell – 4 leadership stylesĮach of these leadership styles can be extremely effective. Which of these leadership styles is the best? Others tend to let their staff solve problems on their own and try to get involved only when it is absolutely necessary, thus giving their team the freedom they need. They are excellent at monitoring how tasks are being carried out and thus they can help out whenever a difficulty arises, giving their team the advice they need. Some leaders prefer a hands-on management approach. Others’ strengths lie in the ability to motivate and energise their team by giving lots of feedback and encouragement. Some managers are very good at communicating clear expectations, specifying roles and responsibilities, and creating clarity in general. Every leader has their own unique leadership style ![]()
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