“Leadership style is a pattern of behaviors leaders” used over time as perceived by others’ Blanchard et al., (2008). Hersey and Blanchard argued (Mark 1997) “major factors affect an individual’s response to leadership is the amount of direction and support the leader provides”. As of Blanchard et al.,(2008) “situational leadership styles are divided into four groups: directing, supporting, coaching and delegating”. Based on the writer’s opinion got from articles especially Hersey and Blanchard Articles, the below examples define more in depth what this styles are and how the leader can identify a situation and apply the best leadership style.
2.3.1 Directing / Telling style (S1):
This is where the leader provides particular directions about goals and roles and closely tracks the followers’ performance in order to give frequent feedback on results. In another words, it is where follower lacks the required knowledge and skills when it comes to performing a specific job. However, the staff is interested and enthusiastic about the job and ready to learn it.
In this case the leader needs to explain on the subject of the working system in details to the staff; it’s more about the leader being high in directing than supporting. Since employees do not have past experience on that kind of tasks, the leader’s job is to make sure that the followers understand what the task is and what is required from them in order to make sure that both of them have a clear picture of the expected end results. The leader will have to work with the followers closely telling them exactly what to do and when to do it, because they have low competency but are willing to learn hence directing style is needed here. The followers here are in first development level (D1).
2.3.2 Coaching / Selling style (S2):
It is when the leader explains why, asks for suggestions, praises behaviors that are roughly right and continues to direct task accomplishment. It is also where at this level, followers have developed some skills but is often frustrated due to un-met expectations. Shortly after followers beginning a new task, they commonly experience a period of disappointment (different than expected, difficult task) which reduces their level of commitment.
The followers are in the second development level (D2) whereby they have some competence but their commitment is low. The leader’s role...