Matching leadership styles to situations

SITUATIONAL LEADERSHIP RESEARCH PAPER

Abstract

When leaders rely on the one leadership style that they are comfortable with for all situations, it can result in the inability to get through to certain employees and have a negative impact on mission accomplishment and job satisfaction and/or professional development of the employee. For this reason, it is important for leaders to have the ability to adapt their style of leadership to the situation and personality of the employee. This research incorporates studies of various environments in which situational leadership is proven to be of benefit; assessing personalities in order to adapt leadership styles, and matching leadership styles to personalities and situations.

Keywords: situational leadership, adapt, flexibility

Styles of Leadership Among Corporate Leaders: Success in Situational Leadership

Leadership styles should be adapted to employee types. NEED MORE INFO HERE. This paper will discuss why leadership styles should be adapted to the situation and employee types; how personality assessments contribute to matching leadership styles to personalities; and the implementation of matching leadership to personalities and situations.

Literature Review

The study conducted by Hashim et al. (2017) resulted in the finding that there is a substantial association between affective employee commitment and leadership styles. They also found that honesty is an important tie to ethics and moral values within an organization which results in employees placing the needs of the organization before their personal needs and desires. This study was based on Islamic leadership; however, it should be true to any leadership. The findings of the study add support to the idea that leaders need to be flexible in leadership styles. In order to have an affective commitment among employees, the correct leadership style would need to be used.

Cirstea and Constantinescu (2012) assert that “…implementing situational leadership in an organization then becomes a matter of the managers’ capability to recognize the current work setting, or employee condition, and using best leadership style for the specific challenge” (p. 53, Abstract). Two main situational leadership theories; models of situational leadership are discussed in this paper. Cirstea and Constantinescu included a model named Situational Leadership Styles developed by Ken Blanchard, an author and management expert. This model shows that leadership is “task-relevant” and leaders must be able to adjust.

Arvidsson et al. (2007) found that adaptable leadership is instrumental in success and individual situations more so than hardship and group situations. Stressful work environments can be influenced by leadership, which is relative to the safety of the work environment. “In high-risk environments such as air traffic control, leadership on different levels plays a certain role in establishing, promoting, and maintaining a good safety culture” (Arvidsson et al., 2007, p. 67, Abstract). This information proves the necessity of situational leadership.

Johnson (1998) conducted a study to determine the most effective way to lead a group. The most common system is the point and level system behavioral management approach which recommended for leading those with challenging behavior, particularly students. Johnson believed that this type of system was restrictive and found that there are other approaches that will benefit a group scenario. Johnson’s study involved children and youth in care. The results of Johnson’s study show that situational leadership not only applies to individuals, but also groups. Most scenarios of this type of leadership are discussed in relation to adults; therefore, it is also important to explore different applications of situational leadership.

Carnes et al. conducted a study to determine what is most important to raters when selecting employees for leadership positions. The results of the study imply that “…both applicant and rater personality impact interview scores, but raters do not appear to select leaders on the basis of their conceptualization of an ideal leader” (Carnes et al., 2015, p. 360, Findings paragraph). The ability to have flexibility in leadership styles should make a person marketable for more positions that match their skills if the concept of matching a leader to the task is used. However, the findings of Carnes et al. refute this idea since ratings show to be personality based.

Cubero’s study aimed to find out if workers with disabilities are impacted by situational leadership. Leadership of disabled employees must be careful not to have a bias towards the employees. Cubero found that situational leadership helps combat that since it helps leaders be aware of personal biases and meet the needs of the workers depending upon their situation. It also improves the relationship between the manager and worker. Excerpts from Cubero’s study will be used to add to information on how situational leadership is applied and how it impacts different employees and work scenarios. This information helps show that situational leadership benefits various work places with examples to support the idea.

Perna’s study investigated the application of situational leadership in a quick service restaurant setting using exploratory qualitative methods. From the results in the study, Perna concluded that the effectiveness of the situational leadership theory is situational-based; however, it does help understand the communication patterns of leaders (Perna, 2016). Perna included several citations from Ken Blanchard and Paul Hersey, the developers of the situational leadership model, which describe and define what situational leadership is and how it impacts the employees and the organization. The following is a quote by Hersey and Blanchard, quoted by Perna (2016), “Within situational leadership, the leader must determine what leadership style is appropriate based on the maturity level of the follower” (p. 2, para. 1). This suggests that styles not only need to be adapted to personalities, but also maturity levels, which is relevant to discussion on considerations for adaptation.

In search for an alternative way to evaluate the situational leadership theory, Salehzadeh et al. used a population of undergraduate, postgraduate, and PhD students to perform the study with the use of the Kano evaluation table to analyze the results. Since the study was conducted in Iran education systems; therefore, the results could vary in other education systems. Salehzadeh et al. found that there is a specific leadership style that correlates with each student category. This is evidence of situational leadership in a broader perspective.

Wang and Hal analyzed data from the staff and manager rating scales from 222 subjects. The Pearson product moment correlation, t-tests, and one-way analysis of variance were used for the analysis. The results showed that “…leadership and job experience were correlated with task-relevant job readiness” (Wang & Hall, 1991, p. 1, Abstract). However, “…there was a lack of identified relations between readiness and achievement motivation” (Wang & Hall, 1991, p. 1, Abstract). Wang and Hal’s study supports and refutes Hersey and Blanchard’s situational leadership theory HOW?.

Uzonwanne conducted a study to find out if there is a relationship between leadership styles and decision-making models of executives in non-profit organizations and if it has an impact on successful managing. Uzonwanne investigated two hypotheses: “There will be no significant relationship in the leadership styles of non-profit executives…and their preferred decision-making models” (Uzonwanne, 2015, p. 289, Research hypothesis section) and “There will be no significant difference in the non-profit executives’ leadership style...and different dimensions of demographic categories...based upon different dimensions of decision-making models….” (Uzonwanne, 2015, p. 290, para. 1); both were found to be correct. The information from Uzonwanne’s study supports the idea that leadership styles should be adapted to employee types since there is a correlation between leadership styles, decision-making models, and successful managing. The study shows that pairing of the right leadership styles and decision-making roles together is a concept that should continue to be explored.

The Myers Briggs Type Indicator (MBTI) “…helps people easily understand why differences arise at home and in the workplace. It is an easy to understand framework which helps to build relationships and teams” (Lattimer, 2012, n.p., para. 1). Lattimer (2012) discussed the importance of self-awareness and awareness of what motivates others and listed 21 benefits of using the MBTI.

Findings

Research shows that it benefits the organization and its employees when leaders have the ability to adapt leadership styles to the type of employee. There is a connection between pairing leadership styles to employee personalities. In order for situational leadership to benefits the organization and its employees, leaders must understand which leadership styles correlate to which personalities.

In order to adapt one’s leadership style to employee types, personalities should be assessed in order to pair the correct style to the corresponding personality type. There are tools available to assist leaders in assessing personalities. Personality assessments such as the MBTI can be used to assess employee personality indicators. These assessments can help identify gaps in the team; help managers and employees work together more effectively; relate to each other with greater understanding; and identify and develop strengths and weaknesses (Lattimer, 2012). This information may also lead to employee motivators. Information as to what motivates an employee could be key to determining what leadership style to use or tactics to use to improve productivity. An interview should be conducted with each employee to assess personalities and see what motivates the employee. Leaders should have the knowledge and ability to apply to findings from assessments to situations and working with employees.

Along with the impact of leadership styles on individual personalities, it is also important to understand group dynamics. The results of Johnson’s (1998) study show that situational leadership not only applies to individuals, but also groups. Most scenarios of this type of leadership are discussed in relation to adults; therefore, it is also important to explore different applications of situational leadership. NEED TO FINISH THIS THOUGHT.

Discussion

Limitations of These Studies

Conclusions and Future Studies

The results of many studies support the thesis that leadership styles should be adapted to employee types. To compliment the current support of the theory, it is recommended that a more diverse study be conducted and on a larger scale versus focusing on a single workplace or environment.

This paper discussed why leadership styles should be adapted to employee types, assessing personalities, and matching leadership styles to personalities. Adapting leadership styles to employee personalities benefits the employee and the organization. Personality tests and/or interviews should be conducted to assess employees. Leaders should apply the information from the tests and/or interviews to the employee or situation. Studies support the hypothesis that leadership styles should be adapted to employee types. The application of situational leadership equals success in leadership.

Here is a link with an example. https://owl.english.purdue.edu/media/pdf/20090212013008_560.pdf

References

Arvidsson, M., Johansson, C. R., Åsa Ek, & Akselsson, R. (2007). Situational Leadership in Air Traffic Control. Journal of Air Transportation, 12(1), 67-86. Retrieved from https://search proquest-com.ezproxy1.apus.edu/docview/232856219?accountid=8289

Carnes, A., Houghton, J. D., & Ellison, C. N. (2015). What matters most in leader selection? The role of personality and implicit leadership theories. Leadership & Organization Development Journal, 36(4), 360-379. Retrieved from https://search-proquest com.ezproxy1.apus.edu/docview/1681237892?accountid=8289

Cirstea, C. & Constantinescu, D. (2012). Debating About Situational Leadership. Management Marketing, 2012(1), 53-58. Retrieved from http://www.mnmk.ro/documents /2012- first/4_22_1_12_FFF.pdf

Cubero, C. (2007). Situational Leadership and Persons with Disabilities. Work. 29(4), 351- 356. Retrieved from http://yw6vq3kb9d.search.serialssolutions.com.ezproxy2.apus.edu

Hashim, R., Ahmad, B., Jamaludin, A. (2017). Relationship Between Leadership Styles and

Affective Commitment Among Employees in National Anti-Drugs Agency (NADA). Global Business and Management Research: An International Journal. 9(1), 39-51. Retrieved from https://search-proquest-com.ezproxy2.apus.edu/docview/1903441277?pq- origsite=summon&accountid=8289

Johnson, M. M. (1998). Applying a modified situational leadership model to residential group care settings. Child & Youth Care Forum, 27(6), 383-398. Retrieved from https://searchproquest-com.ezproxy1.apus.edu/docview/763009705?accountid=8289

Lattimer (2012). 21 Benefits of Using Myers Briggs Type Indicator. Retrieved from https://www.trainingzone.co.uk/community/blogs/christinapd/21-benefits-of-using- myers-briggs-type-indicator

Perna, B. (2016). Exploring Situational Leadership in Quick Service Restaurants. Journal of Business Studies Quarterly, 8(2), 1-6. Retrieved from https://searchproquest.com .ezproxy1.apus.edu/docview/1865707997?pq-origsite=summon&accountid=8289

Salehzadeh, R., Shahin, A., Kazemi, A., & Shaemi Barzoki, A. (2015). Proposing a new approach for evaluating the situational leadership theory based on the kano model. International Journal of Public Leadership, 11(1), 4-20. Retrieved from https://search- proquest.com.ezproxy1.apus.edu/docview/1905750680?accountid=8289

Uzonwanne, F. (2015). Leadership Styles and Decision-Making Models Among Corporate Leaders in Non-Profit Organizations in North America. Journal of Public Affairs, 15(3), 287-299. Retrieved from http://yw6vq3kb9d.search.serialssolutions.com.ezproxy2.apus .edu/

Wang, X. & Hal K. (1991). Readiness and Achievement Motivation: An Investigation of the Validity of the Readiness Scales in Hersey and Blanchard’s Situational Leadership. Retrieved from https://files.eric.ed.gov/fulltext/ED340724.pdf

Weingartner, A. (2016). The Myers-Briggs type indicator and its impact on the supervisory relationship, supervisee self-efficacy and supervisor feedback. Retrieved from https://search-proquest-com.ezproxy1.apus.edu/docview/1801725338?pq- origsite=summon