{"id":9510,"date":"2021-07-10T21:29:47","date_gmt":"2021-07-10T19:29:47","guid":{"rendered":"https:\/\/www.essenburgh.com\/situational-leadership\/"},"modified":"2021-07-10T21:29:47","modified_gmt":"2021-07-10T19:29:47","slug":"situational-leadership","status":"publish","type":"post","link":"https:\/\/www.essenburgh.com\/en\/situational-leadership\/","title":{"rendered":"Situational leadership"},"content":{"rendered":"

Situational leadership<\/span><\/strong><\/h2>\n

The world is changing. How do you change as an organisation and as a leader? <\/b><\/span><\/p>\n

The route to success requires situational leadership. <\/span>In other words: leadership that<\/span>at<\/span> of<\/span> In other words: leadership that assumes that every situation and every employee requires a different approach. <\/span>After all, no situation is the same and every person is different.<\/span> But how do you approach this in practice? <\/span> <\/b><\/p>\n

<\/p>\n

Four basic styles of leadership <\/span><\/strong><\/h3>\n

The theory of <\/span>situational leadership <\/span>was developed by Ken Blanchard and Paul <\/span>Hersey<\/span>. <\/span>The model is based on four basic leadership styles<\/span>, which vary in terms of directing behavior and supporting behavior. <\/span>Which leadership style is needed depends on <\/span>the knowledge and skills of the employee<\/span> and of <\/span>the <\/span>degree of motivation and self-confidence. <\/span>To give an example <\/span>at<\/span> giving: managing a team <\/span>from <\/span>highly skilled employees <\/span>with <\/span>an independent<\/span>e<\/span> taa<\/span>k<\/span>, requires <\/span>very <\/span>probably <\/span>a different leadership style than <\/span>directing <\/span>a team of factory workers.<\/span><\/p>\n

S<\/span>ituational leadership fits <\/span>good<\/span> with the principle of <\/span>
\n value-creating<\/span>
\n leadership<\/span>
\n<\/a>that <\/span>people with <\/span>various<\/span> views, interests and competences<\/span> connects<\/span>. With the aim of <\/span>together to achieve an economically viable, ecologically sound and socially just result. <\/span><\/p>\n

It's all about these four basic styles: <\/span><\/p>\n

Instruct<\/h4>\n

Does the situation call for a lot of steering? <\/span>Then instructive leadership is desirable. The leader is mainly directive. He tells the employees which tasks to perform and when the work should be finished. <\/span>In short: the leader mainly gives instructions.<\/span><\/p>\n

Consultations<\/h4>\n

As with instructing, the leader tells the employees what needs to be done and when the work needs to be finished. The difference being that <\/span>staff can also ask for an explanation. <\/span>This applies, for example, in situations where employees need guidance, text and explanation, but are also given space in their work.<\/span> It is important that the employees know why something has to be done and what the importance of this is.<\/span> This provides motivation.<\/span><\/p>\n

Support<\/h4>\n

Do the employees know how to perform their tasks, but is it important <\/span>that you motivate them.<\/span> motivate<\/span>e<\/span>er<\/span>t<\/span> and inspire<\/span>and stimulates their sense of responsibility.<\/span>? Then supportive leadership <\/span>een <\/span>appropriate style. You have a coaching role <\/span>where you encourage conversation with employees. Moreover, you motivate them to keep talking to each other. Staff contributions to the discussion are important. <\/span>As<\/span> As an executive<\/span> <\/span>not all decisions<\/span>; in certain situations there is room for the input of the employees. <\/span> <\/p>\n

Let<\/h4>\n

They<\/span>n<\/span> your employees are used to working <\/span> work independently?<\/span><\/span> And do they have the knowledge and experience to do so? Dan <\/span>as a manager, you can hand over the work and tasks, trusting that they will be done well. <\/span>The manager outlines the frameworks and conditions that apply as guidelines and makes the resources available. <\/span>This leadership style is characterized by little support.<\/span><\/p>\n

How do you put this into practice?<\/span><\/strong><\/h3>\n

Do you want to get started with situational leadership? Then start with an inventory. W<\/span>what characterises the employees? Do they already do their work very independently or do they need a lot of guidance? And what do people actually think about that? What needs do they have? <\/span>The organisation where you work and what it asks of you are also of influence. <\/span>Then determine what type of leadership is best suited to the situation. <\/span>How can you as a leader add value? What leadership style suits you and what does it mean? <\/span>Make good agreements about this and make adjustments if necessary. <\/span>Do you realize <\/span><\/span> that no one person has mastered all leadership styles. And that everyone has a preferred style. In short: not everything fits everyone.<\/span><\/p>\n

Want to know more about <\/span>value-creating<\/span> leadership? Then download the <\/span>ebook<\/span> Leadership in the Economy of Value.<\/span> Or click here<\/a><\/span> for our leadership training courses.<\/span><\/p>\n<\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

Situational leadership The world is changing. How do you change […]<\/p>\n","protected":false},"author":3,"featured_media":7685,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[49],"tags":[],"class_list":["post-9510","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership"],"yoast_head":"\nSituational leadership<\/title>\n<meta name=\"description\" content=\"The world is changing. How do you change as an organisation and as a leader? The route to success requires situational leadership. 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