Discussion: Situational Leadership

Imagine you are leading a project team. Your team is made up of five people for whom you are responsible for assigning project tasks. One of your team members is busy with another project and is not available for a few days. Two of your team members want a project task that they can do together. Another team member has a reputation of being a little lazy and needs regular motivation. The fifth team member is ready and anxious to start today. How might you coordinate these various outlooks in a way that will make this project run smoothly and efficiently? This is where Situational Leadership skills are beneficial. These skills would allow you to adapt your leadership style for each individual, including assessing team member competence and commitment levels.

As you prepare for this Discussion, consider the concept of a Situational Approach to Leadership, including its strengths and its criticisms. You should also think about how a leader might alter his or her style, depending on the situation.

THIS IS THE QUESTION

Post an explanation of how the Situational Approach to Leadership specifically applies to a project team that consists of such different individual outlooks. Explain how a Situational Approach to Leadership would be beneficial in addressing each of the team members. Describe how you might address each of these individuals on the project team.

the s

Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Thousand Oaks: CA: Sage Publications.

  • Chapter 5, “Situational Approach” (pp. 95-116)

Allio, R. J. (2013). Leaders and leadership—many theories, but what advice is reliable? Strategy & Leadership, 41(1), 4–14.
Note: Retrieved from the Walden Library databases.

Chamberlin, J. (2013). Situationally speaking. Management Services, 57(2), 42–47.
Note: Retrieved from the Walden Library databases.

Peus, C., Braun, S., & Frey, D. (2013). Situation-based measurement of the full range of leadership model–development and validation of a situational judgment test. The Leadership Quarterly, 24(5), 777–795.
Note: Retrieved from the Walden Library databases.

Stenmark, C. K., & Mumford, M. D. (2011). Situational impacts on leader ethical decision-making. The Leadership Quarterly, 22(5), 942–55.
Note: Retrieved from the Walden Library databases.

sources to use

Note: Be sure to support your postings and responses with specific references to the Learning Resources.

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