There are many different leadership styles and sometimes we may have a dominant style but that doesn’t mean we can’t also exhibit traits from other leadership styles.
Laissez- faire Leadership
Laissez-Faire Leadership. This leader is NOT directly involved in decision making and puts a lot of trust into the team.
Laissez-faire leadership definition
The Merriam-Webster Dictionary defines laissez-faire leadership as:
“A philosophy or practice characterized by a usually deliberate abstention from direction or interference, especially with individual freedom of choice and action.”
This self-rule style empowers individuals, groups or teams to make decisions. Critics of this hands-off leadership style contend it is risky to universally delegate decision-making responsibility to staff members. Groups and teams do not have the power to make far-reaching strategic decisions, but laissez-faire leaders allow individuals or teams to decide how they will complete their work.
What types of businesses attract laissez-faire leaders?
Organizations or departments run by laissez-faire leaders frequently are either in the incubator phase of product development or they’re engaged in highly creative businesses. This leadership style is particularly relevant to startup firms, where innovation is crucial to a company’s initial success.
This type of leadership tends to work well in creative industries such as advertising, social media start up or venture capitalist organisations.
Typical style
- Delegate authority to capable experts
- Maximize the leadership qualities of staff
- Praise accomplishments and reward successes
- Offer constructive criticism when necessary
- Allow staff to solve problems and manage challenges
- Know when to step in and lead during a crisis
Will this style suit a CPO?
In my experience commercial or procurement requires a fair amount of structure but having said that it’s much easier to work for a manager and leader who gives staff autonomy to make decisions. An element of laissez faire is definitely useful, however the leader should be close enough to grasp the facts and intervene with solid advice at any moment.
Autocratic Leadership
This style is reminiscent of the earliest tribes and empires. Obviously, our historical movement toward democracy brings a negative connotation to autocracy, but in some situations, it is the most appropriate type of leadership. That, of course, doesn’t mean a blank check to ignore the wellbeing of his subordinate.
When is it used?
The autocratic leadership style is best used in situations where control is necessary, often where there is little margin for error. When conditions are dangerous, rigid rules can keep people out of harm’s way. Many times, the subordinate staff is inexperienced or unfamiliar with the type of work and heavy oversight is necessary.
Rigid organizations often use this style. It has been known to be very paternalistic, and in highly-professional, independent minded teams, it can lead to resentment and strained morale.
Good fits for Autocratic Leadership:
- Military
- Manufacturing
- Construction
Will this style suit a CPO?
In my experience commercial managers will find it difficult to work for an autocratic leader. We are creatures who like a degree of autonomy and tend to make decisions independently with stakeholder consultation. Having an autocratic leader may mean clashes and tension when being told ‘what to do’.
Democratic Leadership
Democratic Leadership, also known as Participative Leadership, is where individuals who would typically be considered unequal by hierarchal standards have shared power in making decisions.
Advantages
- Increased Staff Productivity – Participative leadership style encourages involved engagement and input, two things that improve employee morale and performance. Employees are more likely to be happier when they feel that their work and voice matters, and it increases their quality of work.
- A Diversity of Ideas – Leaders are not only made to seek views from those in similar positions as them. They can receive valuable input from frontline employees or those who have a better grasp on a decision then senior leaders. This increases the likelihood that democratic leaders can make decisions that benefit as many people as possible.
- Creative Environment – This free flow of ideas creates an environment where workers feel comfortable sharing their thoughts and plans for the company. Democratic leaders would increase the prevalence of this, and facilitate a workplace where workers are always seeking ways to collaborate.
- Strong Teams – Since groups will likely spend a lot of time together discussing decisions and working with leaders, then it is likely that strong team units will form. Workers will understand the importance of working with others, respecting the thoughts and ideas of co-workers, and helping them reach their goals. This can increase trust and admiration among team members.
Disadvantages
- Slow Decision-Making Process – Because a large number of people are involved in the decision-making process, the choices will likely take a longer time to be made. This development can hinder workflow or frustrate employees.
- Not Effective in a Crisis – Since these leaders are used to hearing opinions from others, it will be difficult for them to make a decision that does not involve the input of employees or fellow leaders. They might not feel confident in making an emergency decision that does not have time to go through a process.
- A Lack of Expertise – While the democratic leader might be equipped to make a final decision, workers might not have the experience to make lasting decisions. The emphasis is on hearing as many voices as possible, regardless if they are the right people to make the decisions. This can lead to misguided choices that do not solve the problem.
- Dealing with Rejection – Because workers have taken the time out to provide their input and ideas, there is an expectation that their concept will be undertaken. This means that democratic leaders will have to make some tough decisions about which approaches they use, and how they will inform others that their ideas have been rejected. This can cause some intense feelings by those who plans are not implemented.
Will this style suit a CPO?
A leader who allows all employees to discuss their view points and be involved will always be viewed in a positive light. The advantages of diversity of ideas and team bonding is invaluable but the draw back for slow decision making and lack of expertise does not sit well for commercial staff who are supposed to have fast decision making and be decisive in their actions.
Servant Leadership
From Greenleaf
While servant leadership is a timeless concept, the phrase “servant leadership” was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said:
“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.
“The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?“
A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid,” servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.
Pros
- Servant leadership can improve an organization and/or society over the long term.
- Caring treatment of employees often encourages similar treatment of the organization’s customers and vendors.
- Servant leaders attract employee trust, which can improve the credibility of the organization’s brand.
- Servant leadership typically develops a positive corporate culture and can correct a prevailing negative culture over time.
- This leadership style encourages and motivates high performance from employees.
Cons
- Servant leadership requires time to achieve positive results.
- Critics such as Deborah Eicher-Catt believe this leadership style is vastly overrated and gender discriminatory. A feminist interpretation of Servant Leadership based upon a semiotic analysis of the gendered language and discourse that constitutes it. First, the essential dimensions of Servant Leadership that articulate it as innocent speech. Second, by carefully reviewing its rhetorical language. its gendered connotations. The apposition of “servant” with “leader” instantiates paradoxical language games that do not neutralize gender bias but accentuate it.
Will this style suit a CPO?
A CPO could adopt a servant leadership stance to motivate a high performing team but in my view most CPO’s do not exhibit a servant leadership stance.
Transformational Leadership
Leadership expert James McGregor Burns introduced the concept of transformational leadership in his 1978 book, “Leadership.” He defined transformational leadership as a process where “leaders and their followers raise one another to higher levels of morality and motivation.”
Bernard M. Bass later developed the concept of transformational leadership further. According his 1985 book, “Leadership and Performance Beyond Expectations,” this kind of leader:
- Is a model of integrity and fairness.
- Sets clear goals.
- Has high expectations.
- Encourages others.
- Provides support and recognition.
- Stirs the emotions of people.
- Gets people to look beyond their self-interest.
- Inspires people to reach for the improbable.
More than 25 years after Bass’ book, transformational leadership is often argued to be one of the most important ideas in business leadership.
Pros
Allows for quick formulation of a vision.
This approach stands out from other leadership styles in its ability to quickly assess an organization’s current situation and formulate a vision for its improvement and growth. Transformational leaders communicate their visions properly to other leaders in their organizations and to all the employees to get everyone on board. This would help them deal with challenging situations, as all people can see the big picture.
It promotes enthusiasm.
This leadership model is said to create an enthusiastic work environment and drives a company with changes and innovations. As individuals are working through self-motivation, this approach would particularly guarantee a higher level of efficiency and output.
It uses inspiration to motivate people.
Transformational leadership’s vision aligns with the ability to motivate and inspire. Basically, passion is a common trait that enables transformational leaders to get their members to optimize performance. When getting through difficult times, these leaders would depend on their passion to help sell their vision and get employees headed to a common direction.
Cons
It can face serious detail
challenges.
While transformational leaders are known for their inspirations and big picture
visions, they would struggle with detail orientation at times. Experts say that
these types of leaders would need support from more detail-oriented and
organized people, which means that other executives, assistants or certain team
members would be needed to help maintain a transactional focus that can keep
the vision of these leaders moving in the right direction.
2. It might overlook reality
and truth.
It has been noted that that transformational leaders might fall in the trap of
depending too much on passion and emotion that they would tend to overlook
reality and truth. This over-reliance can also restrict their willingness to
delve into research and logical reasoning to face harsh truths about the
situation of their companies.
3. It carries the potential for
abuse.
Though this type of leadership is powerful, it is not always used morally and
for the common good. Actually, not all of those often associated with this
approach fit the definition. Those who employ transformational leadership are
able to achieve change by motivating their followers to set aside short-term
and individual interests to work together toward a common goal. Although this
approach sounds appealing, it also comes with drawbacks. So, if you are
planning to implement this form of leadership, it is important to weigh its
pros and cons first.
Will this type of leadership suit a CPO?
A transformational leadership style is suitable when the leader is on a change journey to transform current commercial/ procurement operations and to align the function with the organisational design.
Transactional Leadership
The transactional style of leadership was first described by Max Weber in 1947 and then by Bernard Bass in 1981. This style is most often used by the managers. It focuses on the basic management process of controlling, organizing, and short-term planning. The famous examples of leaders who have used transactional technique include McCarthy and de Gaulle.
Transactional leadership involves motivating and directing followers primarily through appealing to their own self-interest. The power of transactional leaders comes from their formal authority and responsibility in the organization. The main goal of the follower is to obey the instructions of the leader. The style can also be mentioned as a ‘telling style’.
The leader believes in motivating through a system of rewards and punishment. If a subordinate does what is desired, a reward will follow, and if he does not go as per the wishes of the leader, a punishment will follow. Here, the exchange between leader and follower takes place to achieve routine performance goals.
These exchanges involve four dimensions:
| Contingent Rewards: Transactional leaders link the goal to rewards, clarify expectations, provide necessary resources, set mutually agreed upon goals, and provide various kinds of rewards for successful performance. They set SMART (specific, measurable, attainable, realistic, and timely) goals for their subordinates. | |
| Active Management by Exception: Transactional leaders actively monitor the work of their subordinates, watch for deviations from rules and standards and taking corrective action to prevent mistakes. | |
| Passive Management by Exception: Transactional leaders intervene only when standards are not met or when the performance is not as per the expectations. They may even use punishment as a response to unacceptable performance. | |
| Laissez-faire: The leader provides an environment where the subordinates get many opportunities to make decisions. The leader himself abdicates responsibilities and avoids making decisions and therefore the group often lacks direction. |
Assumptions of Transactional Theory
- Employees are motivated by reward and punishment.
- The subordinates have to obey the orders of the superior.
- The subordinates are not self-motivated. They have to be closely monitored and controlled to get the work done from them.
Pros
List of Advantages of Transactional Leadership
1. Employee Motivation
Based on reward and punishment, this leadership style is effective in
motivating employees in becoming productive and efficient members of the team.
These are because of two reasons. First, the incentive that awaits the employee
if he or she contributes to the organization serves as the motivation for him
or her to work doubly hard to meet deadlines, reach or even exceed quota
because the employee knows that his efforts will not be left unrecognized.
Second, this leadership technique also serves as a reminder to a member of the
workforce that the management keeps an eye on them and is serious with its
drive to expect maximum performance from its employees that mistakes committed
and under-performance would mean demerit and punishment.
2. Achievable Goals
With short-term planning as part of this leadership style, management ensures
that its visions for the company or organization will be realized. This is for
that reason that goals and objectives only require a shorter time table to
materialize. Consequently, these are easier to fulfill and less demoralizing
for employees. By making achievements more accessible in a short period of
time, members of the team are more motivated to perform and at the same time be
more self-confident. This is partly because of the autonomy given to
subordinates makes them able to carry out their tasks without having to be
conscious that eyes are directly on them.
3. Clear Structure
Transactional leadership is also composed of a structure that is clear and
concise. Employees of an organization with this kind of management style are
informed before-hand of what the company expects from them. They are also
provided with clear instructions and expected to follow a chain of command
which makes it easier for them to know what proper channels to go to. This also
makes them aware from day one that they will be rewarded for following
objectives and completing their tasks with flying colors while they will also
be punished if they go against the policies of the organization.
4. Productivity and Costs
A transactional leadership is effective when it comes to increase in production
and cutting down costs. These are due to the fact that this leadership style
has short-term goals that make it easy for employees to get things done. Also,
the rewards promised with this kind of leadership serve as motivators for
members of the team to do their tasks at the shortest time possible for
incentives, whether monetary or psychological.
Cons
1. Unyielding Leadership
Transactional leadership is a style of leadership that not only has a clear structure. It also has unbendable policies and rules. Despite the rewards members of organizations can expect and the kind of autonomy or independence they have in doing their tasks, they have to work within the rules of the management. Going against these policies or instructions from superiors can lead to negative implications like suspension and even termination. This is because a transactional leader tells his or her subordinates what to do and is in no way accepting complaints or insubordination of any kind. Because of this inflexibility, the leader will find it difficult to adjust to certain situations and somehow limits creativity.
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2. Does not Encourage Creativity
Since this leadership style is rigid and not into bending principles and rules as well as listening to suggestions from people under the management, this hampers creativity from members of the team who might have sound and effective recommendations for the betterment of the organization. The short-term goals and structured policies make it hard for transactional leaders to make changes and be open to ideas from others that do not go with their existing goals. And since the company or organization relies on a transactional leader, if this person leaves, it can affect the business because most of the employees are have not been given the opportunity to become leaders but merely followers.
3. Accountability of Employees
Another disadvantage of transactional leadership is its practice of providing the tasks to employees, along with their policies and principles to be strictly followed. If and when something goes wrong in the process, employees are the ones to be blamed and who are responsible for the outcome. Critics find this to be a reason for the dissatisfaction and unhappiness of employees. This is because these people know that the organization does not really put their welfare first. Also, this type of management makes them feel like they are not really members of the organization but merely people paid to do their jobs.
4. Insensitivity
Since transactional leaders operate within rules that cannot be changed, managers with this style of leadership do not really put the emotions of employees in consideration so long as tasks are done. Employees are given clear and detailed instructions but they are also expected to perform these tasks efficiently and on time. What transactional managers have with their subordinates are more of transitory working relationships than emotional ones. As a result, employees also become insensitive to demonstrating concern for the company but merely performers who are motivated by rewards.
Transactional leadership still remains to be popular among the leadership styles because of its reward and punishment principle that motivate employees to be productive. However, it also has its share of criticisms because of the way it controls its employees’ performance and hampers the leadership and creativity skills of the workforce.
Would this style work for a CPO?
Some CPOs could work well using a transaction leadership style with the carrot and stick approach.
Charismatic Leadership.
The charismatic leadership style relies on the charm and persuasiveness of the leader. Charismatic leaders are driven by their convictions and commitment to their cause.
Charismatic leaders also are sometimes called transformational leaders because they share multiple similarities. Their main difference is focus and audience. Charismatic leaders often try to make the status quo better, while transformational leaders focus on transforming organizations into the leader’s vision.
Dr. Martin Luther King, Jr. was a charismatic leader who used powerful oratory, an engaging personality, and unwavering commitment to positive change in the lives of millions of people.
What sets charismatic leaders apart is that they are “essentially very skilled communicators, individuals who are both verbally eloquent, but also able to communicate to followers on a deep, emotional level,” said Ronald E. Riggio, Ph.D., professor of leadership and organizational psychology at Claremont McKenna College, in his Psychology Today article “What is Charisma and Charismatic Leadership?”
Charismatic leaders are often identified in times of crisis and exhibit exceptional devotion to and expertise in their fields. They are often people with a clear vision in business or politics and the ability to engage with a large audience.
A charismatic leadership definition is incomplete if it does not focus on the leader personally. More than other popular leadership styles, charismatic leadership depends on the personality and actions of the leader — not the process or structure.
Pros
1.
It is a leadership style which creates an emotional appeal.
People are inspired by charismatic leaders because they see a chance to reach
their own dreams. These leaders give them a chance to do something that feels
bigger than themselves. They want to follow these people because they feel like
there is an emotional connection between themselves and the leader. With this
connection, strong loyalties are often formed by those who choose to follow a
charismatic leader.
2.
It gives people a chance to think differently.
When a charismatic leader shares their vision, it gives people a chance to
think differently about a specific subject. In some instances, they can even
begin to think of bigger plans or dreams that are achievable. Even though it
sometimes requires a leap of faith to follow a charismatic leader, when the
message is strong enough, there will always be people who are willing to take
the risk.
3.
It decreases turnover rates within an organization.
Employers often seek out charismatic leaders when they are struggling with high
attrition rates. People feel connected to the charismatic leader more than they
do the company, which creates a workplace that feels more welcoming. People
come to work feeling happier. They are encouraged by the open communication and
the rewards which happen because their leader is willing to take the occasional
risk.
4.
It can be used to create a positive impact on society.
One of the best examples of a positive charismatic leader is Martin Luther King
Jr. His goal was to help create change in society by shifting how people
thought about specific people, laws, and circumstances. Not only did he inspire
people with his speeches and work, he was also willing to stand side-by-side
with those who shared his vision of a better country and worked just as hard to
create the results he wanted.
5.
It prioritizes the learning process.
Charismatic leaders understand that humans are imperfect. They are not seeking
out perfectionism in every project. These leaders do want their followers to
learn from their mistakes. They also learn from their own mistakes. Although
this may create tunnel vision, or even a certain level of arrogance, it can
also be the catalyst a company needs to make the final move toward a final
outcome.
6.
It creates a shared identity.
When people share an identity as a group, it can turn the impossible into
something that is possible to achieve. This can create a push toward large
changes being made in a short time period
Cons
It
is dependent upon the energy levels of the leader.
Charismatic leadership is centered on the energy levels of the individual
involved. Encouraging people to follow a specific vision or dream can be an
exhausting experience. If energy levels begin to sink, there will be fewer
followers willing to come along. If that energy is depressed for a prolonged
time, then some people may abandon the vision altogether. That is why many
charismatic leaders eventually experience burnout. They’re stuck carrying the
emotional load for everyone.
2.
It prevents new learning opportunities from occurring.
Charismatic leaders convince others to follow their own vision. That means
people tend to abandon their own dreams, creativity, or plans because they see
something “better” through the perspective of the leader they choose to follow.
Instead of following their own opportunities for growth, they push the leader
to become better, stronger, and more influential. They stop living for
themselves because they focus all their energy toward the goals described by
the leader.
3.
It can change the value systems of the followers.
People might initially begin to follow a leader because they share the same
overall goals that are being described. Over time, that affiliation can change
the personality, value systems, and spiritual definitions of the person
following the charismatic leader. They might find themselves agreeing to do
things that they normally would find to be appalling. The charisma offered by
the leader creates a situation where many believe that the ends will justify
the means to get there.
4.
It can be used for selfish ambition.
One of the best examples of how charismatic leadership can be used to create
harm comes from Adolf Hitler. He was imprisoned in 1923 because he attempted to
seize power through a coup in Munich. He attacked the Treaty of Versailles,
denounced international capitalism, and used his charismatic charm to influence
the electorate. By 1933, the Nazi Party was the largest elected party in the
Reichstag. Once that happened, the journey toward the second world war had
begun.
5.
It is not a leadership style which fits into a rigid structure.
Charismatic leaders tend to pursue their own vision at the expense of any rules
or regulations that may be in place. That’s not necessarily a bad thing, like
the diner sit-ins that took place during the Civil Rights Movement. From an
organizational standpoint, however, a charismatic leader can be difficult to
handle. There may be rigid regulations or processes that must be followed and
these leaders may choose on their own to go in a different direction.
The advantages and disadvantages of the charismatic leadership style provide a foundation for people and organizations to chase bigger and better dreams. These leaders can establish a strong vision, create a meaningful mission, then recruit people to begin the work required to get there. That process can be used for good. It can also be used to create harm. That is why there must always be an emphasis on individual thinking when pursuing the goals of a charismatic leader.
Would this style suit a CPO
Charismatic leadership styles could suit a CPO with vision and a warm personality. This type of leadership might work well in transformation projects where the high energy levels can be sustained with start and finish dates.
Situational Leadership
Situational Leadership® is an adaptive leadership style. This strategy encourages leaders to take stock of their team members, weigh the many variables in their workplace and choose the leadership style that best fits their goals and circumstances. In the words of leadership theorist Ken Blanchard, “In the past a leader was a boss. Today’s leaders can no longer lead solely based on positional power.”
Situational Leadership® is the model of choice for organizations around the world that want to do the following:
- Develop people and workgroups
- Establish rapport and to bring out the best in their people
- Use a common leadership style across all units in an organization, be it local, national, or international
Situational Leadership® is flexible. It adapts to the existing work environment and the needs of the organization. Situational Leadership® is not based on a specific skill of the leader; instead, he or she modifies the style of management to suit the requirements of the organization.
One of the keys to Situational Leadership® is adaptability. Leaders must be able to move from one leadership style to another to meet the changing needs of an organization and its employees. These leaders must have the insight to understand when to change their management style and what leadership strategy fits each new paradigm.
There are two mainstream models of Situational Leadership®, one described by Daniel Goleman and another by Ken Blanchard and Paul Hershey.
List of the Advantages of Situational Leadership
1. It recognizes the need for flexibility.
Even though we can all find common ground with other people at some level, humans are unique individuals. We all have different experiences and perspectives that create diversity. Instead of treating everyone equally from a singular perspective, the situational leader recognizes the need to be flexible. They don’t insist on a specific set of rules that must be followed by everyone. Instead, the create an environment where people are encouraged to come forward and share so that everyone can find success.
2. It creates a comfortable environment for workers.
Situational leaders work to create a style that is based on the readiness level of their team or their needs. For most workers, that creates a situation which allows them to be comfortable with their job duties. When workers are satisfied, they stay more productive. This allows the leader to motivate individual employees in a way that matches their needs, giving everyone a better chance to reach a positive outcome.
3. It takes different developmental phases into account.
Instead of lumping all employees into one generic category, the situational leader looks at individual situations. Their goal is to evaluate the competency of each worker, then boost motivation levels based on the style which is most useful for that person. This approach improves the effectiveness of a team by maximizing the output of each individual member of the team. Because this leadership style allows for changes to be made, leaders get to switch between the different styles that are most effective at each readiness level.
4. It increases the awareness of the leader.
Situational leaders must always be on their toes if they are going to be successful. People change and evolve based on the daily circumstances they encounter. If there is a bad morning for a worker, then their capacity for stress will be likely diminished. By adapting to the change, the situational leader can adopt an approach that will help that worker stay productive. At the same time, empathy is developed within the leadership of the agency because each worker must be approached correctly. The only way to get to know someone is to step into their shoes.
5. It helps a team be able to work better together.
The approach of a situational leader is intuitive and flexible. The maturity of a team is always reflected in their leadership. These leaders can approach direct reports at any level of maturity to provide them with the counsel they may require. This allows team members to find common ground with each other, which reduces the risks of internal conflict developing. When a situational leader is responsible and quick, problems dissipate before they become issues that interrupt the day.
6. It boosts the training routine.
Situational leaders focus on short-term needs. That allows them to tailor training scenarios for new workers that will bring them up to speed quickly. This advantage enables the leader to find educational opportunities for their established workers as well. The goal here is to ensure that every worker receives a chance to improve themselves in some way each day. Although the leader cannot force their direct reports to take these opportunities, there is still a positive response when it is communicated that development options are available.
List of the Disadvantages of Situational Leadership
1. It focuses more on immediate needs than long-term needs.
Situational leadership is based more on meeting an exact need, at the moment, then an approach which looks toward the long-term needs of a team. Instead of staying focused on the overall objectives, situational managers can fall into a trap where they are evaluating or responding to an immediate circumstance all the time. That allows for fires to be put out and morale to be salvaged, but it also creates issues where personal development can be stalled.
2. It can be ineffective in task-orientated environments.
Managers who find themselves in a position where tasks must be completed in specific ways will find the flexibility of being situational to be disadvantageous in many circumstances. That is because they’re being asked to follow a particular set of rules, policies, or regulations that are inflexible. When the situational leader cannot be flexible, then their strengths are taken away from them. They’re forced to be more in a telling space than a listening space, which means they’re stuck in one core leadership style, even when trying to be effective.
3. It can be challenging to define maturity.
Maturity in leadership settings takes on two different meanings. There is the emotional maturity of the worker to consider, as well as the job maturity which comes from employee experience. With situational leadership, it is easy to conflate the two. People who are emotionally mature are not always mature in their job responsibilities.
4. It does not provide enough information for some leaders.
One of the most significant disadvantages of situational leadership is the fact that people respond in different ways to various leadership styles. Although the theory behind this form of leadership attempts to bring equality into the workplace, there is no substitute for real experience. One primary example of this is the difference between men, women, and transgender workers. It is impossible to fully understand a different perspective when it does not apply to you. That causes the leadership traits to change, and the responses offered by the situational leader may be inappropriate for the situation.
5. It is based on the skill level of the leader.
Situational leaders have a skill set, just like any other worker. If the leader is adept at reading changing situations and understands what people need, then they can be useful in their role. If this skill set has not been fully developed for the leader, then their responses will not be as effective. In some situations, the situational leader may do more harm than good because they misread the situation, formulating an answer that is inappropriate.
6. It creates a corporate dependency.
Once a situational leader begins to work, there is no turning back for that team. The company is forced to stick with that type of leadership because other leadership styles only focus on the structure or process. They do not focus on the developmental aspect of leader/worker relationships. If the situational leader leaves the company and a suitable replacement cannot be found, it could lead to a complete turnover of the team.
7. It may create confusion within the company.
Situational leaders will shift their approach to meet the needs of each worker. When direct reports see this change occur, it can leave them with questions. A shift from a delegation style to a telling style might feel like the leader has a growing distrust of the worker. A shift in the other direction could make it difficult for workers to know what to do, even if they’re ready to be working on their own. The only fix to this potential disadvantage is to have frequent and transparent communication, which takes time away from the actual work that may need to be done.
The advantages and disadvantages of situational leadership allow for greater flexibility in the workplace. It gives each team member an advantage because their leader is adapting their personal approaches to meet specific needs. To be successful, the situational must have high emotional intelligence, be empathetic, and continue to keep an eye on long-term strategies while meeting short-term needs.
Is this type of leadership suitable for a CPO?
A situational leadership can be suitable for CPO because the style of leadership is adaptable. If I had to choose I would say my own style is most aligned with situational leadership. Though we may all have a dominant style, it doesn’t mean we can’t borrow from other leadership styles to fit both the short term and long term needs of the organisation.
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