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Behavioral and Situational Leadership

Behavioral and Situational Leadership

Briefly provide academic definitions of behavioral and situational leadership. Based on these definitions,
connect the literature with practice by providing examples from your own life and/or career when you practiced
or observed behavioral and situational leadership. Choose one example for each and provide details about the
key characteristics that made them behavioral and situational leadership.

While you will find a large number of management concepts and psychology, there are some which can be far more well-known. These more common leadership theories are important to understand and recognize, especially if you currently are, or are studying to be business leader in the future. Understanding psychological and social impacts of effective leadership will help you determine the kind of leader you want to be.

–Personality hypothesis. The behavioral leadership theory focuses on how leaders behave, and assumes that these traits can be copied by other leaders. Sometimes called the style theory, it suggests that leaders aren’t born successful, but can be created based on learnable behavior. Behavioral theories of leadership focus heavily on the actions of a leader—this theory suggests that the best predictor of leadership success is viewing how a leader acts. Action rather than qualities are the focal points of behavioral learning theory. Patterns of behavior are observed and categorized as “styles of leadership” in this theory. Some of the styles of leadership include task-oriented leaders, people-oriented leaders, country club leaders, status-quo leaders, dictatorial leaders, and more. At the end of the day, the actions and actual behaviors of a leader are what defines success in this theory.

The behavior concept has lots of positive aspects, mostly that leaders can understand and decide what steps they want to put into action to become the kind of head they need to be. It allows leaders to be flexible and adapt based on their circumstances. Another great benefit of this leadership style is that it suggests anyone is capable of becoming a leader. Some disadvantages of the behavioral theory are that while it allows flexibility, it doesn’t directly suggest how to behave in certain circumstances. There are dozens of leadership styles that stem from the behavioral theory, but there isn’t a right one for every circumstance.

An excellent illustration of the behaviour theory looks at a job-driven innovator versus. a folks-driven leader. If there’s a problem with a team, a task-oriented leader will look at the process to see if something needs to be adjusted with the workflow. A people-oriented leader will look at the individuals and go right to them, asking what the issue is. Whatever behaviors you choose, the behavioral leadership theory helps leaders focus on their actions and utilize their decisions to be a great leader.

–Contingency idea. The contingency leadership theory, sometimes called situational theory, focuses on the context of a leader. These theories look at the situational effects of the success or failure or a leader. A leader’s effectiveness is directly determined by the situational context. While a leader’s personality is a small factor in their success, the most important factor is the context and situation of the leader. This theory takes the specific leadership styles and suggests that good leaders can adjust their leadership style situationally. It also suggests that it may be best to find the right kind of leader for a specific situation. Types of contingency theories include the Hershey and Blanchard’s Situational Theory, the Evans and House Path-Goal Theory, and Fiedler’s Contingency Theory.

The contingency theory has excellent benefits, such as that leaders are able to be efficient despite their situational circumstance. However, this theory does have criticism suggesting that there isn’t enough detail that goes into the context of any situation. Contingency theory focuses on the importance of a situation, but may not focus enough on the psychology of the employees or the company itself. It also may not focus enough on how leadership styles can change over time.

You can find external and internal aspects that effect a leader along with their situation. The type of company, the size of the team, and the innate leadership style of an individual are internal factors. External factors may include the customer feelings and the marketplace. All of these situations play a factor into the contingency theory.

–Fantastic Guy idea. The great man theory of leadership, sometimes called the trait theory, suggests that good leaders are born. They have innate traits and skills that make them great, and these are things that can’t be taught or learned. The trait theory suggests that leaders deserve to be in their position because of their special traits.

There is plenty of judgments for that attribute idea, mainly that leaders can be brought into this world or otherwise, there isn’t operate or work that is required being devote so you can become a leader. This suggests that social or psychological leaders are predetermined and that leaders are unable to come from the shadows—they are either chosen or not. There is also criticism that most of the traits associated with this theory are inherently masculine, and don’t match the real psychology of good leaders.

Individuals cite Abraham Lincoln, Alexander the excellent, Queen Elizabeth I, and more as his or her examples of the truly amazing guy idea. These social giants utilized their skills to lead nations. High levels of ambition and determination are usually seen in leaders that appear to bring this theory to life. Today, leaders that climb to the top may view their traits and abilities as part of the “great man” theory. So it may appear that leaders get to their position based on their inherent gifts.

–Managing theory. The management theory is sometimes called transactional leadership and focuses on supervision, organization, and group performance. Transactional leadership is a system of rewards and punishments, and transactional leadership is regularly used in business. When employees do something successfully, managers reward them. When they fail, they may get punished. Transactional rewards and punishments are given based on the idea that people really only do things for the reward. Their psychology doesn’t allow human beings to do things out of goodness, but rather out of the promise of a reward.

The managing leadership style can be quite successful. Positive reinforcement is known for working wonders with employees, encouraging and motivating them to succeed. But there is lots of criticism around leadership that is strictly transactional as well. Consequences and punishments can decrease morale in an organization, negatively impacting employees. It can also be seen as a lazy leadership style—rewards and punishments are a relatively simple way to lead employees.

A common illustration of this administration type is actually an innovator that provides a cash bonus for workers who meet up with a goal. Or a leader who makes employees do extra paperwork if they miss a deadline.