delegate the decision making to your subordinate (delegating leadership)
The circumstances often determine your leadership style. The prevailing situation affects your attitude to the people you lead.
However, understand that irrespective of the situation you find yourself or your organisation - good or bad - do not act arbitrarily or become disconcerted and take radical unsubstantiated decisions. Doing that can cost your company its goodwill and result in loss of consumer confidence, loss of market share, and loss of profit.
||This brings us to the second aspect of situational leadership. That is . . . planning alternatives ahead.
Suppose one of the key leaders in your organisation falls ill in the middle of a critical project. What would you do? Will you . . .
take over his role or
assign somebody within his team to take up the mantle of leadership?
Would you be able to get a competent hand at short notice to fill the role if there is no in-house succession plan?
This particular situation presents an opportunity for you the leader to take a decision. The quality of the decision will depend on how prepared you and your organisation are for this unexpected crisis.
In simple terms . . . situational leadership is also about anticipating situations or problems and planning ahead for them.
Of course, you may not be able to anticipate all unexpected occurrences. But by developing good leadership skills and good crisis management skills, you stand a good chance of not aggravating an already heated situation with poor leadership decisions.
Leadership is about winning.
When you continuously win with and for your team, you develop in them a high confidence level . . . confidence in themselves and confidence in you. They know they can surmount any obstacles with you leading them.
Now that you understand this, prepare ahead. Turn every situation - no matter how terrible it is - to an opportunity to win another laurel for your team.
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