Situational Leadership

For our class this week, we read about situational leadership, and I think it describes how I use leadership to a T. Basically, Northouse states that different employees may be at different developmental stages. Some may be new and willing to jump right in. Others have experience but lack motivation. Others still are experienced and motivated. So what should you do in each situation? You cannot treat each employee the same.
Northouse describes four styles of leadership: high directive-low supportive, high directive-high supportive, low directive-high supportive, and low directive-low supportive. The first style is one that is adopted for a new employee. The next is for those who are moderately competent but low in commitment. Then it is those who are moderately competent but lacking commitment, and then the last is for those who have high commitment and high motivation.
Personally, I know that with the people I have supervised, the new ones definitely need more direction. Then I’ve also had people who were competent but had no commitment whatsoever…and it was their third year on the job. They were the hardest to supervise for me. I’ve also come to find that age doesn’t matter. I have supervisees who have only been a RA for 2 years and are the most willing and most committed to their job. The trick with these supervisees is to make sure that they continue at this high level and that we don’t let them slip so that they lack motivation and commitment. We’re currently talking about a new leadership commitment that may encourage others to continue to step up.
The problem, as I mentioned, is switching leadership styles for one person. Some people may need one to start, but may shift to another. It’s going to take some skill and finesse to realize what type of leadership a person needs. But that’s what gaining experience is all about!