Most managers want a simple model that captures the essence of leadership so they can use it, see the results and keep moving.
One of the models that fits the bill is "Situational Leadership"*. This model focuses on two essential aspects of leadership:
- Getting the task done, and
- Maintaining or building relationships.
Think about your natural style. Some of us find it easier to demonstrate "task" behaviour: others find "relationship" behaviour comes more naturally. Most of us can use either when needed.
As leaders, it is important we understand that sometimes the situation may require us to use a style less comfortable for us - but most appropriate for effectively leading and developing each of our team members.
Task behaviour includes actions and decisions which set goals or directly encourage achieving them. Specific tasks are assigned, often with instruction on both what needs to be done and how it should be done. Incentives and penalties are linked to how well team members perform assigned tasks.
Relationship behaviour includes actions and decisions directly designed to improve the individual skills and morale of team members. This behaviour creates personal interactions which lead to a productive working environment and independence. Concern is shown for training and progress of individual team members, their emotional and physical well-being, and the "chemistry" of the team. Recognition is given for achievements and, in particular, skills or behaviours that build on how things are done.
When do we use a task focus and when do we use a relationship focus?
There are three key issues to take into account.
-
The situation;
-
The people; and
-
Their motivational levels.
Directing - If you have a situation with an urgent task and people with little experience in the area, you will need a high task focused style.
Delegating - The task is not urgent, but it can still be important, and your people have expertise and motivation. You need to maintain the relationship and let them get on with what they do best. Low on task and low on relationship.
Coaching - You need to work on the task and the relationship in equal quantities.
Supporting - You need to maintain the relationship but not be so focused on the task.
Then there are all the situations in between and, quite often, constantly changing. These stages may be different for parts of a job so that a team member may need Directing in a difficult task but just Delegating on another task in which they are expert.
As you move from Directing, through Coaching, to Supporting and Delegating, you will notice the responsibility for initiating moves from you to your team member as their competence and confidence/motivation jointly increase.
The key to making this work is to understand your people, their competence and their level of motivation. Always be building the relationship because this is money in the bank. If you know your people and have a positive and constructive relationship with them, you can adapt your style to meet the situation.
There are various tools required to ensure the task is being defined properly and that relationships can be built - these are the other aspects of managing people effectively. They include:
*Developed by Ken Blanchard
Buy Paul Phillip's Audio Seminar CD from the Resource Centre:
Effective Performance Management