The Situational Leadership theory, developed by Hersey and Blanchard from the 1970’s onwards, stated that leadership needed both task behavior as well as relationship behavior in order to get the best performance from people.
It also understood that people that are tasked with a job may have different levels of competence (ability, knowledge, skill) as well as different levels of commitment (confidence and motivation) with regards to a specific task.
Leadership style matters
This article by Luc Bauwmans goes on from that introduction, sharing the leadership styles and manners that a leader can engage individuals in order to get the best results. They also share the findings of Hersey and Blanchard in regards to Blanchard’s further determination that stages of a project team’s development may require different styles of leadership.
So how does this relate to project management? Bauwmans explains how project management “is greatly dependent on teamwork,” and how teams perform helps determine how successful a project will be.
You need to adjust how you lead
Even though this is the case, project managers don’t adjust their styles of leadership to meet the changes. What’s the overall impact? Potentially, team members can feel rushed, confused, or “used” rather than included and supported. This leads, naturally, to struggling projects.
By adjusting leadership styles during the life of a project, project managers may find that their teams are more willing to invest themselves in the outcome and be more motivated for the next project coming down the line.
Read the full post here: http://blog.sukad.com/20130407/is-situational-leadership-relevant-to-project-management/