Situational Leadership Theory

He also has meetings with departments with a view to getting update on their operations, issues and working relationships. He offers guidance to the departments without interfering and being intrusive, quite often he allows issues that are festering to play out and in some instances the resolution becomes obvious to the players involved, in other cases he has to intervene and offer the necessary guidance. This is done in one of two ways, either by speaking to the manager or by speaking directly to the parties involved. The method used is determined by an analysis of the situation and a determination of the best way forward.

The Acting CEO operates in a very democratic and inclusive manner, in that he never takes a decision lightly, he has discussions

Hersey and Blanchard (1971) also promotes the situational leadership theory and says that “a leader must match his or her behavior to the situation being faced.” They also not only speak about the situation but also include the behavior of the subordinate in the equation and states that “the leader is expected to adjust the mix of directive and supportive leadership behaviors to match the changes in the subordinate’s behavior.” Fiedler’s (1964) sees the situational theory as limited as he believes that a leader’s behavior cannot change so the contingency theory is created as the premise by which a leaders’ effectiveness has to be dependent or is contingent on the ability to match the leader style to a particular situation. So it is believed by Fiedler that organization should seek to choose leaders according to their style and ensure that they are best suited to achieve the aims and objectives of the

There will also be meaningful participation from these employees which will assist in attaining the expected outcomes and there will also be some secondary gains. These gains will involve growth, understanding and the development of these employees into future leaders. Thereby resulting in the creation of the organization’s succession plan. There is also the added advantage of creating leaders from these employees whose learning curve is off such that it allows the leader of the organization to be delegate some his responsibilities. Hence his actions will be not only result in benefits for the organization but will be beneficial for him. So these interactions help to shape the dream team of the future.

There are two approaches to management theories, these are classical and contemporary. The classical approach originated at the end of the 19th to the early 20th century. Theorists include Taylor (1911), Fayol (1916) who were actual managers and Mayo (1933) and McGregor (1960) who were social scientists. The classical management is described as the combination of scientific management, administrative management and