Adapting Leadership Styles to Individual Circumstances

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...playing. Some entrepreneurs who operate in D4 when doing deals, find themselves in D1 or D2 when it comes to administration or VAT returns, with the result that these are tasks that they, rightly in my view, delegate elsewhere. Delegation is one of the four leadership styles available — Famous Models on Situational Leardership

• Directing Leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way.

• Coaching Leaders still define roles and tasks, but seeks ideas and suggestions...

...from the follower. Decisions remain the leader's prerogative, but communication is much more two-way.

• Supporting Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower.

• Delegating Leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved.

I’m sure you will be beginning to see how the theory works. Leaders need to develop the flexibility to operate in all of the four ways according to the situation of the follower.

The numbering system indicates the most appropriate combinations —

• D4 High Competence and High Commitment is ideal for a delegating (S4) style.

• D3 High Competence and Variable Commitment probably requires a Supporting style (S3)

• D2 Some Competence and Low Commitment indicates a need to develop both confidence and commitment and a Coaching style (S2) is the best fit for this.

• D1 Low Competence and Low Commitment is most often found amongst new employees and temporary staff. It is also found when employees find themselves in a new role and change from being a very confident... continued on page three >

 

 

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