Leadership Styles and Adapting to the Situation

Leadership styles do need to be adjusted due to the circumstance.  Just as an artist changes their brush size or stroke a leader must also look at the situation and the group to determine the correct style for the environment. “Leadership is less about your needs, and more about the needs of the people and the organization you are leading. Leadership styles are not something to be tried on like so many suits, to see which fits. Rather, they should be adapted to the particular demands of the situation, the particular requirements of the people involved and the particular challenges facing the organization.” The Wall Street Journal Guide to Management” by Alan Murray, published by Harper Business.

Situational Leadership Theory Hersey and Blanchard (1977) is a contingency theory that states leaders should adapt their leadership style based in the subordinate.  “The theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. Using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships with the people they're leading, depending on what's needed to get the job done successfully.” Mind Tools Ltd, 1996-2013, The Hersey-Blanchard Situational Leadership Theory Choosing the Right Leadership Style for the Right People

The early version of Charismatic Leadership Theory was developed by Max Weber (1947) his theory was based on a natural born leader emerges with a vision in the face of a crisis.  The theory holds that the follower sees the leader to be an innovator in the face of crisis.  Since Max Weber the theory has been formulated into a new version by various social researchers. “Attribution of charisma to leaders is believed to be dependent on 4 variables: 1. the extent of discrepancy between the status quo and the future goal or vision set forth by the leader, 2. the use of innovative and unconventional means for achieving the desired change, 3. a realistic evaluation of environmental resources and constraints for achieving such change, and 4. the nature of articulation and impression management used to inspire subordinates in pursuit of the vision.” Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings Conger, (Oct 1987)

Transformational Leadership Theory McGregor Burns (1978) works to enhance motivation, morale and performance of the followers through different psychological tools.  This is achieved by helping the follower or sub ordinate identify with the project and organization.  The leader helps the follower to feel that they are a role model and a point of inspiration for other team members.  This helps to give ownership to the follower.  The leader uses the strengths and weaknesses of the followers to align them with the correct tasks to give the follower the best chance for success.

Shaping your leadership style to face the challenge of the current situation is important. 

After looking at the three leadership theories the leadership style that is the most difficult style to achieve is situational leadership theory.  Adapting to the situation that you are currently in and the people that you are leading can be difficult but if obtained can be highly successful.  With this in mind I would say that transformational leadership is the most adaptable for many situations and many people can identify with the values that this theory creates in both the leader and the follower.  We can see that charismatic leaders have been around us and have lead people through a troubled time like great leaders such as Muhammad Gandhi, Martin Luther King, Mother Theresa or Nelson Mandela. These leaders have used techniques that incorporate the transformational leadership skills and abilities.  Leading with empathy can transform the field of Management and industry.