Situational leadership suggests that there is no best leadership style and that a leader’s behavior in relation to followers should be shaped based on the characteristics of the situation. This leadership theory “requires a rational understanding of the situation and an appropriate response” (McCleskey, 2014, p. 118). Dugan (2017) illustrates the choice of leadership style based on the level of competence and commitment of followers within situational leadership. In particular, the chart comprises four styles that a leader can apply depending on the situation for better performance. Depending on the given variables, the leader also needs to choose the level of supportive and directive behavior when interacting with followers.
Directing is most suitable for D1 followers who show a low level of competencies and a high level of commitment. This style involves providing clear instructions about tasks and how to accomplish them, as well as constant feedback and monitoring of progress. The leader shows a high level of the directive and a low level of supportive behavior. A high level of motivation allows D1 followers to actively study to increase their level of competencies, which requires the leader to focus on the follower’s professional growth.
In real life, directing D1 followers is best illustrated through an internship situation. A young follower without competencies enters a large company in order to gain experience and knowledge. The leader in this situation directs the intern, who does not need additional emotional support, as they are motivated to gain experience and future professional growth. In this situation, the leader needs to give the follower basic skills through clear instructions that can become the foundation for the intern’s professional development on the way to more independent activity.
References
Dugan, J. P. (2017). Leadership theory: Cultivating critical perspectives. John Wiley & Sons, Incorporated.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117-130.