There are people who do very well in higher positions: leading teams is not seen as a problem or an extremely difficult task, just a specific job demand. However, there is a difference between being a boss and being a leader, and it is possible for someone in a leadership position to have difficulties in leading. The good side is that this is a characteristic that anyone can develop and exercise, seeking better results both on a personal level and for the teams under his command.
Next, learn more about the different types of leadership and how situational leadership might be the best option for you and your team.
Types of leadership
First, there is how to identify bad leadership and its damage to your company, as well as how to reverse this situation. This is an important starting point for diagnosing the current situation of your management.
Once this is done, it is also necessary to recognize that there may be demands specific to the type of company. Startup leaders, for example, are more used to unexpected situations, due to the high degree of innovation in that environment.
Still, there are different ways to lead, which are mixed with the specific requirements of each company. Are they:
the autocratic (Authoritarian Leadership);
the democrat (Participatory Leadership);
and the liberal (Delegative Leadership).
Even after the diagnosis of the type of leadership and with it being done by someone comfortable in the position of command, the desired results may not be achieved. This is because the way in which leadership is being exercised still does not suit what the situation demands. So, how to solve this problem? Through situational leadership.
What is situational leadership?
The concept of situational leadership was developed by theorists Paul Hersey and Ken Blanchard, in 1969. It is a management model through a manager with high adaptability in the face of adverse situations, as the name suggests, always aiming to lead best, regardless of the circumstances. That is, different situations call for specific strategies.
In addition, the theory also takes into account the individual character of team members, thinking that whoever leads should identify the behaviors of professionals and then delegate tasks according to each one's aptitudes and difficulties. These are characteristics of competency-based management, which can even be done with the help of software.
Crisis situations, for example, can cause discouragement in some members due to the uncertainty of the scenario. This aspect can be circumvented by a more enthusiastic leader, who instigates his team and demonstrates that instability should be seen as something external to the work they do. In this way, it is possible to combat team anxiety, keeping the focus on meeting the objectives and goals of the project.
Professional maturity
The behavior analyzed by the leader is related to the professional maturity of that person. This maturity can be defined as the ability and willingness to take responsibility for their own actions. Within this theory, it can be categorized into four phases:
P1: Phase 1
The subordinates are inexperienced about the task assigned to them, being unprepared and unwilling to make decisions. There is no self-confidence because there is no competence to carry out what was asked.
P2: Phase 2
Team members already have some experience in carrying out what was asked, but they still have difficulties: they need the leader's support to complete the task.
P3: Phase 3
Now they have high knowledge about the task, added to the experiences of previous accomplishments, but they are not motivated to complete what is asked of them.
P4: Phase 4
Finally, the members have extensive knowledge about what they do, in addition to being highly motivated to fulfill their responsibilities.
What are the competencies of a situational leader?
The situational leader is one with high adaptability to numerous contexts, who can follow the demands of the environment, knowing when to be more flexible and when to tighten the reins. It also has characteristics such as resilience and the ability to cultivate good relationships, being well organized, and having emotional intelligence and systemic vision. He is able to exercise self-knowledge, paying attention to the feelings of his team members.
This style of manager should:
Know the particularities of the team he manages;
Adjust your leadership style appropriately to the individual needs of those who lead;
Develop employees so that they are able to reach the final stage of maturity.
The leadership style is sequential as the stages of professional maturity of the subordinates, meeting the logic that each one demands:
E1: Targeting
The leader teaches how to perform the tasks and supervises their development until they are, in fact, completed. It is time for the employee to gain confidence so that he can perform them alone in the future.
E2: Guidance
The leader presents what should be done to the team member, explains the importance of the task, and continues teaching whenever necessary. He also encourages the employee to contribute with new ideas, listens to him, and monitors so that the execution takes place as planned.
E3: Support
In order for team members to gain confidence, seek to expand their knowledge, and develop their skills continuously, the manager supports them without having to supervise too closely. The person being led is able to perform his/her function without constant interference.
E4: Delegation
As already mentioned, the leader delegates tasks according to the abilities of each team member. Thus, he manages to maximize productivity – both for each employee and for the sector – without having to closely monitor the work being carried out. In this last phase, the manager gives freedom to the team, who have the autonomy to decide and make changes, being more prepared to proceed with the projects on their own.
