Situational Leadership Theory

Leadership has a straight reason and effect connection upon organizations and their success. Leaders decide morals, culture, and broadmindedness and employee motivation. They form institutional tactic including their implementation and efficiency. Leaders can come into sight at any level of an organization and are not restricted to management. Successful leaders have one thing in common; they influence people around them in arrange to gather most advantage from the organization’s resources, as well as its most very important and costly: its people. Actuality, the influence of leaders and their efficiency in moving people to a shared idea can directly profile the organization’s people.
Current leadership theories explain leaders based upon

This theory reveals a moderately complicated view of leadership in practice and can be a valuable frame of reference for knowledgeable, experienced leaders who are eagerly aware of organizational need and entity motivation. Problems occur, however, when the incorrect style is applied awkwardly. Also, taking into consideration our previous discussion regarding some of the more ineffective leadership styles like autocratic and bureaucratic, this style requires a caution or qualification related to unintentional or less than most favorable results when choosing one of these styles. With that said, situational leadership can characterize a useful framework for leaders to test and increase different styles for different situations with an eye towards modification leadership results. Situational leadership, however, is most helpful when leaders choose more effective styles like charismatic, transactional, and transformational.
The wheeler-dealers of leadership styles, transactional leaders are always enthusiastic to give you something in return for following them. It can be any number of things including a good performance assessment, a promotion, new responsibilities or a preferred change in duties. Transactional leaders sometimes display the qualities or behaviors of charismatic leaders and can be quite effective in many conditions

Esteem presents the typical human desire to be accepted and valued by others. People often engage in a profession or hobby to gain respect. Low self-esteem or an inferiority complex may result from differences during this level in the hierarchy. People with low self-esteem often need respect from others; they may feel the need to seek fame or glory. Maslow noted two versions of esteem needs: a "lower" version and a "higher" version. The "lower" version of esteem is the need for respect from others. This may include a need for status, recognition, fame, prestige, and attention. The "higher" version evident itself as the need for self-respect Maslow's hierarchy of needs. For example, the person may have a need for strength, competence, mastery, self-confidence, independence, and freedom. This "higher" version takes precedence over the "lower" version because it relies on an inner capability established through experience. Self-actualization is the motivation to realize one's own maximum possibilities and promises. It is consider being the master motive or the only genuine motive, all other motivation being its different