Leadership in Organizations

Telling → Selling → Participating → Delegating
Directing → Coaching → Supporting → Delegating
The Situational Leadership Model
• Two assumptions: there is a task to be achieved and a set of followers available
to deliver the required outcomes.
• First stage: consider the maturity of the follower (state of the follower), judged
against the current task requirements.
• 4 different categories followers
o R1: unable to complete the task, because doesn’t possess necessary skills.
Either unwilling to deliver required performance or insecure in the belief
they can.
o R2: unable to complete the task, but is willing to try. Lack
ability/knowledge/skill but motivated to try.
o R3: necessary technical knowledge acquired, but unwilling to do.
o R4: ready, willing and able to do the required task.
• Second stage: consider their own style or behavioural pattern:
o S1: Telling (high task/low support). High concern with task delivery, low
concern with development of individuals. Explanations, clear instructions
and supervision.
o S2: Selling (high task/high support). Leader thinks followers are willing but
not able to complete the task. Leader makes decisions, but also focused
on developing confidence and skills of followers.
o S3: Supporting (low task/high support). Leader encourages and offers
feedback, but confidence in followers that they complete the task.
Assumption: follower is capable of achieving the task, but needs a
supportive environment.
o S3: Delegating (low task/low support). Autonomy encouraged. Employees
have skills, know-how and motivation to deliver the required, can be left
mostly unsupervised.
• A leader’s preferred style, may not be the most effective style. Use different styles
with the same employee, dependent on the situation.
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