Commitment in Situational Leadership

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Situational Leadership > Forum > Commitment in Situational Leadership

Commitment in Situational Leadership
Jill Gilby
The commitment to actually applying SL is crucial, but is often variable. It depends upon the job and the senior management. Inconsistent management by senior management of their staff will cause yo yo commitment at the middle management level.
Although somewhat simplistic, the Hersey Blanchard model serves perfectly for the amount of starting managers and poor managers in the workplace attempting to get it right.
 

 
Situational Leadership Requires a People Attitude and Perseverance
Jaap de Jonge, Editor, Netherlands
I agree that commitment is important to become an able situational leader. You might also consider using "Attitude" and "Perseverance":
  • ATTITUDE: You have to be interested in other people and inclined to help them succeed. Otherwise you will be unwilling or unable to adjust your leadership style to what is optimal. Note that the mentioned inclination could be based on a form of altruism, but also on well-understood self-interest (increased span of control, freed up time for other things).
  • PERSEVERANCE: Although situational leadership is partly innate, the concept and its assumptions, advantages and pitfalls also must be understood theoretically in detail and then developed further through practical application, preferably under some form of situational (!) guidance or coaching. This whole process requires determination and commitment for it to be successful. Especially since - if we're not careful - we naturally regress to our dominant leadership style.
 

 
Commitment in Blanchard's Situational Leadership II Model
Jaap de Jonge, Editor, Netherlands
Note that Blanchard's situational leadership II model uses the terms "competence" (ability, knowledge, and skill) and "commitment" (confidence and motivation) to describe the 4 levels of development.
In the Blanchard SLII model, the belief is that an individual starts with a new task or role with low competence (knowledge and transferable skills) but with high commitment.
As the individual gains experience and is appropriately supported and directed by a leader he/she reaches development level 2 and gains some competence, but his commitment drops because the task may be more complex than the individual had originally perceived when he began the task.
With the direction and support of a leader, the individual then moves to development level 3 where competence can still be variable—fluctuating between moderate to high knowledge, ability and transferable skills and variable commitment as he continues to gain mastery of the task or role.
Finally, the individual moves to development level 4 where both competence and commitment are high.
 

     
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