Situational Leadership Mastery – Cracking the Code of Leadership Styles to help your vet clinic recruit and retain high performers
Situational Leadership Mastery 101 – whether you’re looking to improve your leadership skills or interested in the impact of effective leadership at your vet clinic, today’s 101 Guide to the Situational Leadership Model is for you.
How to tailor your leadership style to fit just about any situation to achieve greater team success.
Situational Leadership Mastery
This is the fourth episode in the Leadership 101 Series.
As I’m sure you’ll agree, good and effective leadership is one of the most crucial components of a vet clinic’s success because people resign from people and if you’ve got an ineffective leader or leaders – plural – in your clinic, you’ll have un- or demotivated staff, low employee engagement and high staff turnover.
And when you’ve got those negative things going on, it’s costing your clinic serious money.
Effective leadership is necessary to guide a team towards achieving the team’s goals and objectives which are a subset of the clinic’s overarching goals and objectives.
As I’ve said over the last few weeks in this Leadership 101 series, there’s no one-size-fits-all leadership style that works for every team member in every situation.
Back in the late 1960s, Paul Hersey and Ken Blanchard coined the term “Situational Leadership Theory”
This theory proposes that the most effective leadership style depends on the situation and the needs of the team.
Today we explore situational leadership including what it is, some pros and cons, its effectiveness, what’s required, personality type suitability, and how to recognise it in action.
What is Situational Leadership?
Situational leadership is a leadership style that proposes that the most effective leadership style depends on the situation and the needs of the teams.
“Situational Leadership” was first introduced by Hersey and Blanchard in their 1969 book “Management of Organizational Behavior: Utilizing Human Resources.”
This was later expanded on in the book “Leadership: The One Minute Manager”
According to Hersey and Blanchard the leader should adopt a leadership style that’s appropriate for the team’s development level.
The development level of the team depends on their competence and commitment to the task or goal.
And, just in case you’re interested, I consider myself a “Situational Leader”.
Four Situational Leadership Styles | Mastery
The situational leadership model suggests that there are four completely interchangeable leadership styles.
Situational Leadership Mastery
Directing:
This leadership style is best suited for teams who have low competence and low commitment to the task or goal. The leader provides a clear direction and closely supervises the team’s work. This style of leader could be likened to the “managerial” leader which I covered in episode 123.
The directing style also works with team members who’re new to a task and lack the necessary skills and knowledge to complete it independently. In these times, the leader provides clear instructions and closely supervises the team member’s work. The goal is to help the team member develop the necessary skills and confidence to work independently.
In a veterinary clinic, a Lead Vet or Head Nurse might use the directing style when training a new grad. For example, when the nurse or vet is learning how to intubate correctly. The Lead Vet or Head Nurse might step into “leadership direction mode” starting with how to choose the correct size of tube, how to measure the correct length and diameter and how to test the cuff.
Coaching:
This leadership style is appropriate for team members who’ve some level of competence but still require guidance and feedback. When this style is used, the leader provides support and guidance to help team members improve their skills and increase their confidence.
In a veterinary clinic, a leader might use the coaching style to help team members improve their communication skills with clients.
For example, the Head Nurse might have seen one of their team interacting with a client where the outcome could’ve been better than it was. The Head Nurse would provide feedback to the nurse on how to improve their communication style. This could include offering the client more clear and concise explanations of procedures and/or showing more empathy towards the client’s concerns.
Supporting:
The supporting leadership style is best suited for team members who are competent but lack the necessary confidence or motivation to perform at their best.
In this style, the leader provides emotional support and encouragement to help the team member feel valued and motivated.
In a veterinary clinic situation, a leader might use the supporting style to help a team member who’s experiencing a period of burnout or feeling overwhelmed with their workload.
For example, the leader might offer words of encouragement, recognise the team member’s contributions, and provide additional support to help them manage their workload.
Delegating:
This leadership style is best suited for teams who have high competence and high commitment to the task or goal. The leader delegates the task or goal to the team and provides minimal supervision. The Delegative Leader we covered in the first episode of this series, also coupled with the Laissez-faire leader.
In a veterinary clinic, a Lead Vet or Head Nurse might use the delegating style when assigning tasks to a member of their team who’s been with the clinic for several years and has a proven track record of success.
They’d provide clear instructions and then allow the vet or nurse to complete the task independently, providing support and feedback only as needed.
Pros of Situational Leadership | Mastery
Flexibility:
Situational leadership is a flexible leadership style that allows the leader to adapt their style to the needs of the teams and the situation. This flexibility helps the leader to be more effective in their role and to achieve better results.
Development of teams:
Situational leadership is a team-centred approach that focuses on the development of team members. By adopting a leadership style that’s appropriate for the team’s development level, the leader can help the team develop their competence and commitment.
Improved communication:
Situational leadership requires the leader to communicate effectively with the team. The leader needs to provide clear direction, guidance, support, or delegation depending on the team’s development level. When you’ve got communication that works going on, it helps to build trust and respect between the leader and team.
Higher motivation:
Situational leadership can improve the team’s motivation by providing the appropriate level of support and direction. By adopting a leadership style that’s appropriate for the team’s development level, the leader can help to build their confidence and increase their motivation.
Cons of Situational Leadership |
So that’s the good stuff about Situational Leadership. Are there any drawbacks to having this style of leadership in your clinic?
I wouldn’t necessarily describe them as “drawbacks” or “cons” but certainly things that you need to take into consideration. For example:
Time-consuming:
Situational leadership requires the leader to spend time assessing the team’s development level and adapting their leadership style accordingly. This can be time-consuming and may require significant effort from the leader.
Difficult to implement:
Situational leadership requires the leader to have a deep understanding of the team’s development level and to be able to adapt their leadership style accordingly. This can be challenging for some leaders who may struggle to adopt different leadership styles and/or adapt to ever-changing circumstances.
Lack of clarity:
Situational leadership can be confusing for the team, especially if the leader isn’t clear about their expectations. The team may not understand why the leader is adopting a particular leadership style – if it’s different to what it was, say yesterday, which can lead to confusion and frustration for some team members.
Potential for inconsistency:
Situational leadership requires the leader to adapt their leadership style to the team’s development level. However, if the leader is inconsistent in their approach, the team may become confused and lose trust in the leader.
Effectiveness of Situational Leadership Mastery
The effectiveness of situational leadership depends on various factors such as the leader’s ability to be able to think on their feet and change tack from time to time.
This means being able to assess the team’s development level and its response to the leadership style.
The situational leadership model proposes that the most effective leadership style depends on the team’s development level. Therefore, the leader needs to be able to assess the team’s development level accurately.
Research has shown that situational leadership can be effective in improving team performance and satisfaction.
However, as I’ve said over the last three weeks, there’s not a one-size-fits-all solution.
Because teams consist of humans with all their strengths, weaknesseses and hangups, Situational Leadership works best when the Head Nurse, Lead Vet, Practice Manager or clinic owner is adaptable. Because like the individuals that comprise a team, each team has its own unique personality as a whole.
For example, some teams may prefer a more directive style, while others may prefer a more supportive style.
Situational Leadership Mastery Skills
To be effective, Situational Leadership requires the leader to have the following skills:
Assessment skills:
The leader needs to be able to assess the team’s development level accurately. This requires the leader to observe the team’s performance and behaviour and to ask the right questions.
Adaptation skills:
The leader needs to be able to adapt their style to the team’s development level. This requires the leader to have a deep understanding of the four different leadership styles – directing, supporting, coaching, delegating – and when to use them.
Communication skills:
Situational leadership requires effective communication between the leader and team. The leader needs to be able to provide clear direction, guidance, support or delegation depending on their team’s development level.
Empathy skills:
Situational leadership requires the leader to be empathetic towards the team’s needs and concerns. The leader needs to be able to put themselves in the team’s shoes and understand their perspective.
Personality Type Suitability for Situational Leadership Mastery
Flexible and Adaptable
Leaders who are flexible and adaptable are more likely to thrive in a situational leadership situation.
They’re the leaders who can adjust their leadership style depending on the team’s development level and the demands of the situation.
Empathy
Empathy is also an important quality for leaders in a situational leadership situation.
Being able to understand and appreciate their team’s perspective and needs helps them tailor their leadership style to meet those needs.
Good Communication Skills
The leader needs to be able to communicate effectively with their team and provide clear direction, guidance, support, or delegation depending on the team’s development level.
Open-Minded and Willing to Learn
Leaders who are open-minded and willing to learn are also well-suited to situational leadership. This is because situational leadership requires the leader to be able to learn and adapt to new situations and to be open to new ideas and perspectives.
Confident
No one wants to be on a team where the leader is wishy-washy and unsure of themselves. Therefore, having confidence, being able to back your decisions, and take action quickly and effectively are personality traits well suited to the Situational Leadership style.
So that’s the leadership half of the team equation. What type of person thrives in a Situational Leadership team?
Best Fit for Team Members: Situational Leadership Mastery
Just like the leader needs to be able to adapt to ever-changing situations, so too do team members. Therefore, you’ll thrive working with this style of leadership if you’re self-motivated, independent, and capable of taking ownership of your work.
Self-Motivated
You’re likely to thrive in a situational leadership team if you’re the type of person who’s able to take initiative and seek out opportunities for growth and development.
You’re probably also more likely to be proactive in communicating with your leader about your needs and expectations.
In a situational leadership team, team members who are self-motivated are able to take ownership of their own development and adapt to changing situations.
Independent
If you’re more of the “independent type” you’re also likely to thrive in a situational leadership team.
This is because situational leadership requires team members to be able to work independently and take ownership of their work. Team members who are independent, usually take initiative and make decisions on their own, which can lead to better performance and job satisfaction.
Capable of Taking Ownership
If you’re also capable of taking ownership of your work, you’re also likely to thrive in a situational leadership team.
This is because situational leadership requires team members to take responsibility for their own development and adapt to changing situations.
When you’re capable of taking ownership, taking initiative and seeking out opportunities for growth and development, you’re also more likely to be a better performer and have a good level of job satisfaction.
Wrap Up – Situational Leadership Mastery
In conclusion, developing skills as an effective Situational Leader requires ongoing effort and a willingness to adapt to different situations and team members.
By understanding the Situational Leadership Model, assessing your team members, practicing active listening, providing clear communication, being flexible, providing ongoing support and feedback, leading by example, and continuously improving your own skills, you can become a more effective Situational Leader and help your team members develop their skills, increase their confidence, and feel valued and supported.
Further Listening / Reading
