have good relationships with subordinates, and also have a keen intuitive perception of other people;
understand the stage of development of each employee in order to successfully apply the desired leadership style;
have the ability to switch between different models and use opposing management tools to achieve maximum benefit and productivity.
This approach to personnel management is suitable for various fields of activity, including business, politics, sports and other team areas where it is necessary to take into account the individual characteristics of group members. Examples of successful application of situational leadership can be seen both in history and in the modern world.
For example, it is worth mentioning chinese overseas australia data package Dwight D. Eisenhower, an outstanding leader who had incredible control over the situation during his presidency of the United States. He not only had an authoritarian style, but also showed concern for his subordinates. He constantly kept up the morale of the soldiers by walking among them and greeting each one personally, which created a positive mood in the army.
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Personnel management methods according to the situational approach
Situational leadership style models that describe job structure and staff needs complement each other by emphasizing the importance of experience and knowledge to successful task performance. Although no single theory has been conclusively proven, they all acknowledge that external factors influence management.
The 7-S Theory
In the 1980s, one of the most influential management concepts was the 7-S theory, developed by consultants at McKinsey. Key figures among the creators of this theory were Thomas Peters and Robert Waterman, authors of the famous work In Search of Excellence, as well as Richard Pascale and Anthony Athos, who wrote the bestseller The Art of Japanese Management: A Handbook for American Managers.
Management experts have discovered that to create an effective organization, seven interrelated components must be changed, and any change in one must be followed by changes in the others. The name of this concept, "7-S," comes from the English names of all components that begin with the letter "S."
The 7-S Theory
Source: shutterstock.com
The organization includes several important elements:
structure – division into departments, hierarchy of power and subordination;
systems – everyday processes and procedures;
strategy – plans and directions of action to achieve goals;
personnel – groups of employees with different characteristics;
organizational culture and management style;
skills – qualifications possessed by key people in an organization;
common values that shape the meaning and content of activities.
Managers who are capable of leading an organization have key capabilities related to culture and values. Only in such structures does the system of seven components work effectively, which allows the company to function and develop.
Fiedler model
In the context of Fiedler's leadership model, three key factors influencing managerial behavior were identified, which had a significant impact on the development of the theory. These factors include:
relationship between the leader and the team. The personal qualities of the leader determine the degree of loyalty, trust and attractiveness to the members of the group;
familiarity and clarity of the tasks set, as well as their structuring to avoid uncertainty;
the range of rights and duties of the manager, providing the ability to use rewards or punishments and other powers.
Fiedler argued that each situation's leadership style is unique, but the leader's overall style remains constant.
Leadership style is determined by calculating scores on all items. Leaders who score high and describe their subordinates in a positive light have a style that focuses on interpersonal relationships. Those who score lower have a style that focuses on task performance. According to Fiedler, leadership style remains stable and does not change much from one instance to another because it reflects a person’s primary motivations: relationship motivation and task motivation.
The model places importance on control or favorable conditions for the leader. This is determined by how easily the leader can manage the situation and influence others. A high degree of control suggests that the leader's actions will lead to expected results, since he or she is able to manage the development of events. A low degree of control may cause the results to not correspond to the leader's plans.