Question

Please answer the following questions. Be sure to support your answers with citations and refernces to existing scholarly publications.

How do leaders relate to subordinates and colleagues? How do leaders balance the relationship aspects of leadership with the task-oriented aspect of leadership?

Situational leadership is an amalgam of a directive and a supportive dimension. How does a leader determine how much focus to put on either of the two dimensions?

Answer 1

Leadership can be defined as one's capability to adapt or adjust to the conditions of the surroundings and people. An effective leader is the one who can empower his team, strengthen the organization to which he belongs, by solving problems confidently and creatively.  

For a team to be effectively active and productive, it needs appropriate direction and guidance from the leader. Directions will be willingly followed by the subordinates if the leader will be able to successfully relate himself to his subordinates and colleagues. The leader can relate to his subordinates and colleagues by removing barriers between him and the subordinates. This can be done by encouraging bright and novel ideas from the subordinates. The leader can reduce excessive exertion of power on his subordinates. A leader can be friendly with the subordinates and mix and interact with them, during lunch and social activities. A leader should know when and how to reward productive actions and ideas. He can thus honour his subordinates, accordingly. Another important suggestion for a leader to relate to his subordinates is stepping back, to let the subordinates step in and take charge.

Task-oriented leadership attaches more importance to the tasks, which have to be performed to achieve the targeted goals. Relationship-oriented leadership attaches more importance to satisfaction, motivation and the general well-being of the subordinates. It is an important duty of the leader to balance tasks and relationships in an organization. This can be done by focusing on tasks to be done and relationships equally. The leader can be involved with the subordinates to such an extent that he gets the required work done by them and also provide them with leisure and relaxation time after the work is done. To maintain a balance, the leader should know the nature of the task in hand properly and also the nature and strength and weaknesses of his team members, so that the appropriate person is allocated appropriate work. This will keep the employees engaged and satisfied with work. The leader should listen to the subordinates, their requirements and queries to strike a balance between task and relationship. He must act as a motivating force to get the job done and acknowledge the efforts put into the work by the subordinates.

Situational leadership attaches importance to leadership based on situations. It highlights that there are varying situations, which a leader has to face, and different situation requires a different leadership style. Therefore, a leader will be effective only if he can adapt his leadership style to the requirements of a given situation. Situational leadership theory focuses on two dimensions namely, a directive dimension and a supportive dimension. Adequate importance has to be attached to each of the two dimensions in a particular situation.

A leader determines how much focus to put on either of the two dimensions, based on the situation. The situation determines a leader's particular leadership style, that is, his level of directiveness and the level of supportiveness. When the leader is directive, he specifically communicates what is to be done, how it is to be done, and who will do what. He sets aims and objectives for the team members, methods of evaluation and deadlines for completing the task. When the leader is supportive, he engages in two-way communication, makes his subordinates feel comfortable about themselves, their co-workers and the situation. He provides social and emotional support to the subordinates.

Depending on the situation, the leader can engage in four combinations of the directive and supportive behaviours. In a given situation, the leader can have a directing style of leadership. Here, he is high on directive behaviours and low on supportive behaviours. A situation may also demand a coaching style of leadership. Here, the leader is high on directive behaviours and high on supportive behaviours, as well. A situation may also demand a supportive approach from the leader. So, the leader becomes high on supportive behaviours and low on directive behaviours. There might also be a situation in which the leader has to be delegating tasks and responsibilities to others. So, he becomes low on supportive behaviours and low on directive behaviours.