RUNNING HEAD: A PREDICTOR OF SUCCESS.

SITUATIONAL LEADERSHIP

EMMANUEL ALOIS TURUKA

WESTERN MICHIGAN UNIVERSITY

Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations.

Overview:

Every business needs leadership. Leadership is one of the ways that managers affect the behavior of people in the business. Most successful managers are also successful leaders. They get people to work to accomplish the organization's goals.

·        Leadership is about establishment of vision, value and creation of environment so that the objective can be accomplished.

There are different types of leadership theories since the evolution of human being but Leadership style tends to vary considerable from situation to situation

·    The amount of direction the leader provides – autocratic

·     The amount of support and encouragement the leader provides – democratic

·  The amount of follower’s involvement in decision making – situational

 In case of my presentation I will concentrate more on situational leadership theory.

The development of situation theory has roots from Contingency theory in the late 1960s--- This theory states that there is no set of optimum leadership model in this world and that it depends on the situation encountered. Situational leadership theory began its development subsequently. It states that leaders need to adopt the most optimum leadership style based on different organizational situations. Among which, Fiedler’s contingency theory (1967) is most well-known.

The value of any theory is that it allows some level of prediction about future behaviors and provides a context in which to judge outcomes and benefits of different approaches.

Managers using situational leadership will make conscious choices between their use of directive behavior and supportive behavior. In directive behavior, they are relying on providing structure, control and close supervision for the people with whom they are working. In supportive behavior, they are relying on praise, two-way communication, and facilitating the work of their employees and co-workers. Supporting style and delegating style.

In the leading style, the emphasis is on control and close supervision of the worker. In the coaching style, the leader provides more explanation of what the job entails and solicits suggestions while still staying in control of the situation. With the supporting style, there is a team approach between the leader and follower with the leader emphasizing support of the follower rather than control. Finally, in the delegating style, the leader turns over responsibility to the worker.

Therefore The key for the successful situational leader is to know which of the four styles to use in a particular situation with a particular person.

How theory relates to the article;

The purpose of this study was to examine the relationship between a manager’s leadership style and the impact of that has on an organization. (Taiwan business organizations). The study looked at the impact that both adaptive and non adaptive leaders have on 6 (six) measures of productivity:

Measure of productivity

·        Absenteeism

·        Turnover rate

·        Quality of work

·        Rejects rates

·        Profitability

·        Unity produced

From the study situational theory of leadership appears to be a useful tool for identifying both adaptive and non adaptive leaders.

• · Adaptive leaders tend head up subordinates and units that demonstrate higher levels of productivity.

• ·        Non adaptive leaders tend to head up subordinated and units that demonstrate lower levels of productivity.

• · Overall findings it can be reasonably concluded leadership adaptability is an organizational asset.

The important component in situation leadership is the ability success leaders have to adapt to a changing organizational environment. Leaders need to align their actions with their employees and structure of tasks. The theory of situations leadership indicates that the most effective leaders are those capable of using different leadership style in response to the demands of the situation and to the fluctuating maturity levels of their subordinates.

The value of this theory allows some level of prediction about future behaviors and provides a context in which to judge outcomes and benefits of different approaches. Looking at the relationship between leadership styles and organizational success leadership will differ according to the business environment(s).

Why applying this theory in organization?

A Situational Leadership Model helpful to managers in diagnosing the demands of their situation. Situational Leadership is based on the interplay among the amount of:

• ·    Direction (task behavior) a leader gives
• · Social-emotional support (relationship behavior) a leader provides

"Readiness" level that follower’s exhibit on a specific task, function, activity, or objective that the leader is attempting to accomplish through the individual or group. Readiness need to be evaluated in terms of his or her knowledge of the task, skills in performing the task and ability to meet the deadlines. (Readiness here referrers to abilities and willingness to do a job).

The theory involves matching your leader behaviors (those behaviors you use when attempting to influence someone else) with the needs of the individual or group that you are working with. It is adapting the combination of directive behaviors and supportive behaviors appropriately to the readiness of others to perform specific tasks or functions.

Situational Leadership gives us away as managers or as leaders to be just as professional as possible. It also says that we cannot be professional by leading. What Situational Leadership teaches is that you need to make your diagnosis first and then act on it to provide those things that can make a difference.

Clear explanation of limitations and shortcomings of the theory

1 The strength of situational leadership it practice the A’S of leadership

• ·        Approachable
• ·        Accepting
• ·        Acknowledging
• ·        Accountable
• ·        Adaptable

2.  Empower others to lead

3.  Recognize achievement

4.  Situational leadership increases performance potential by using the following techniques;

·        Done through training

·        Tell the person(s) what you want them to do

·        Show the person(s) what you want them to do

·        Let them try

·        Observe the performance

·        Manager consequences

Shortcomings:

1.  This study was limited to high-technology companies.

2.  The study was conducted in Taiwan there is an issue of cultural influence {Taiwan’s culture is more about collective than that found in the USA} is it possible to generalize to the other cultural setting style of leadership and have the same findings?

3.  Participants were individuals who were already employed by the participants’ organizations. It is possible that there were already been a level of self selections among leaders employees and the organization investigated.

Discussion Forum:

1. What is meant by leadership from your own understanding?

2. Do you agree or disagreed that there is only one best leadership style?

3. The great leaders of the time such as Adolf Hitler (Germany), Abraham Lincoln (USA) and Mahatma Gandhi (India); were very successful to accomplish their goals in society; what leadership style did they use? 

References:

Silverthorne C., Wang T. 2001. Situational leadership style as a predictor of success and productivity among taiwanese business organizations. The Journal of Psychology 135, 4 399 -412