Situational leadership has been a much discussed topic in the 21st century as corporations such as those involved with emergency services attempt to find the best leadership method for better managing their personnel and promoting higher levels of productivity amongst their employees and organizational construct overall. Situational leadership involves a leader adapting their leadership style to the particular situation that is occurring. That is in certain situations, the leader needs to be more assertive than others and vice versa. This is an essential requirement for any leader as they need to be highly flexible and also responsive (Blanchard & Hersey, 1996). Situational leadership addresses organizational change by allowing leaders to be more flexible and responsive as previously stipulated in this paper. When leaders are more flexible and responsive, they can adapt better to change and also force their respective subordinates to follow their orders and also adapt effectively to change. Change is also a difficult process as the majority of people working for organizations want to feel comfortable with their job and want stability also. When change acts to break this stability, it can be difficult for leaders to better inspire them to accept this change and look at the future (Blanchard & Hersey, 1996). A more flexible and adaptive approach by leaders through situational leadership will ensure that there is a positive future for all employees involved and that they can reach a higher and more rewarding point in their respective careers by accepting this change (although it takes them out of their comfort zones).
The situational theory of leadership also addresses organizational change by inspiring innovation and respective developments to organizations and personnel respectively. For example, situational leadership inspires leaders to develop ideas, which may be more innovative in nature and allow their respective subordinates to work more efficiently and more quickly adapt to the new situation and scenario overall. One of the most difficult aspects of leadership in the 21st century is making employees and subordinates accept change and allow it to be a better decision for their respective careers (Albert, 1941).
Use your promo and get a custom paper on
"Situational Leadership: Emergency Services".
The leaders behaviors and characteristics associated with the situational theory of leadership are numerous and also diverse in nature. They firstly involve the leader being flexible and responsive and most significant, optimistic in their beliefs and attitude. With respect to changing situations and scenarios, it is key that the leader immediately accept this rather than protesting against it. If employees and subordinates perceive the leader’s behaviors to be unaccepting of change, then they will never be willing to accept any future change or decisions made by the leader (Blanchard, 1997). Negativity is contagious amongst an organization and it is ultimately, the leader’s responsibility to constantly be positive and to try and motivate their employees through optimism rather than being negative and in opposition to any change overall. Some of the other characteristics of situational leaders include dedication and motivation as well as some substantial influence amongst their subordinates. Motivation and dedication forces leaders into being more influential and this also represents their team and respective members. When their members and employees observe them being motivated and dedicated, then they are further inspired and can also develop a high level of trust within their leaders. For leaders to be situationally based, they need to have a high level of well-developed trust from their subordinates, otherwise, their subordinates will not be willing to follow them or accept any further changes to the current situation (Blanchard & Hersey, 1996).
The follower’s characteristics and behaviors look also at flexibility and further involvement in teamwork. If they are willing to be dedicated and motivated, then they are able to accept change and changing situations in particular. For example, with a dedicated and flexible leader, they will be more willing to accept change and trust that the leader knows what they are doing and how to counteract or accept any further change, based on the current scenario.
This theory can be applied to such situational characteristics and situations as emergency situations where the situation is prone to changing very quickly and requiring immediate attention from leaders and team members respectively (Hersey et al, 1979). This theory in action can be exemplified through the outbreak of an emergency such as a fire or flood in a local town. Associated leaders need to be very responsive and dedicated to adapting to change and being able to serve the needs of their team and most significantly, the area that is being detrimentally affected the most by the particular emergency. For example, a leading fire fighter needs to know how to be responsive and influential when it comes to saving lives and inspiring their team despite such challenges as fatigue and constant change (Blanchard & Hersey, 1996). Setbacks such as casualties and injuries and some team members who are unresponsive can be overcome by leaders who are flexible and who can use initiative through the situational leadership model.
The second situation involves a military scenario in association with emergency services. Such a military scenario may involve an arduous trek or hike to save an innocent bystander or member of the public (Hersey et al, 1979). Despite the sheer grit and determination required by team members, an ambitious and dedicated leader through the situational leadership model will be able to persevere and overcome any further challenges posed by their team members and external members overall.
In conclusion, the situational leadership model as exemplified through emergency services, is effective and motivate leaders and teams to be effective and succeed overall.
- Albert J. Murphy. (1941). A Study of the Leadership Process. American Sociological Review, 6(5), 674–687. Retrieved from http://www.jstor.org/stable/2085506
- Blanchard, K. (1997). Recognition and situational leadership II. Emergency Librarian, 24(4), 38. Retrieved from http://go.galegroup.com
- Blanchard, K, Hersey, P. (1996). The Situational Leadership Model. Management of Organizational Behavior
- Blanchard, Kenneth, Patricia Zigarni, and Drea Zigarni (1985). Leadership and the One Minute Manager. New York: William Morrow.
- Hersey, P., Blanchard, K.H., & Natemeyer, W.E. (1979). Situational leadership, perception, and the impact of power. Group and Organization Studies, 4(4), 418-428. Retrieved from http://gom.sagepub.com/
