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Situational leadership – flexibility for sustainable success

发表时间：2024-06-05 15:12作者：BMCP

Leaders at all levels can maximise the full potential of teams, and drive sustainable success, by prioritising flexibility, adaptability, and employee development. Situational leadership emphasises the need for leaders to adapt their style - based on the specific demands of a situation, capabilities of team members, and the stages of projects or tasks.

任何级别的领导者都能通过灵活性、适应性和员工发展的优先级安排，去最大限度地发挥团队潜力，以此推动企业的可持续成功。情境领导力则强调领导者需要根据特定情境的要求、团队成员的能力以及项目或任务的阶段性去调整其管理风格。

We'll use a straightforward scenario to help you have a initial understanding of how situational leadership is effectively applied in real workplaces.
In a multinational mechanical equipment company, Mary, a project manager, is tasked with overseeing the implementation of a large-scale project. Initially, Mary adopted a coercive leadership style, closely monitoring everyone's progress and maintaining a strict stance towards any delays or issues. Although this approach initially seemed effective in meeting project expectations, it ultimately left team members feeling drained and stifled in their creativity and innovation. As the project progressed, Mary noticed increasing challenges and issues, coupled with a decline in team morale.
Recognising the need for a change in her leadership style, Mary chose to grant certain team members more autonomy, encouraging them to explore their creative potential. This shift in leadership approach produced significant positive outcomes.
我们将使用一个简单的场景来帮助您初步了解情境领导力是如何在实际工作场所有效应用的。
在一家跨国机械设备公司，项目经理玛丽的任务是监督一个大型项目的实施。起初，玛丽采取了强制性的领导风格，密切关注每个人的进展，并对任何延误或问题保持严格的立场。尽管这种方法最初看起来在满足项目期望方面很有效，但它最终让团队成员感到精疲力竭，创造力和创新能力受到抑制。随着项目的进展，玛丽注意到挑战和问题越来越多，团队士气也在下降。
玛丽认识到需要改变自己的领导风格，因此她选择赋予某些团队成员更多的自主权，鼓励他们探索自己的创造力。领导方式的转变产生了重大的积极成果。
The theory recognises that there is no single optimal leadership approach - the most effective style of leadership depends on the individual context. In dynamic and complex business environments, mastering situational leadership can offer a competitive edge; as well as promoting growth, maximising productivity, and developing strong, resilient, and agile teams:

该理论指出，没有单一的最佳管理方法——最有效的管理方法是取决于特定情境。因此、在动态且复杂的商业环境中，掌握情境领导力既可以提供行业竞争优势、促进效益增长、最大限度地提高生产力，还能培养出强大、坚韧且富有灵活性的团队：

  • Flexibility in leadership style - understanding the importance of adjusting leadership style to suit needs of team members and current circumstances, e.g. providing clear direction, being supportive and encouraging, or empowering team members through delegation.

  • Adapting to team dynamics – customised approach enhances performance, trust, and team collaboration; by focusing on individual member needs and capabilities and assessing competence and commitment for specific tasks.

  • Effective decision making – agile and informed decision making through analysis of current situation, capabilities of team, and desired outcomes.

  • Employee development and empowerment - culture of continuous learning and innovation by investing in coaching, mentoring, and constructive feedback; to help individuals achieve full potential.

  • Improved performance and results - aligning leadership behaviour with situational needs and team capabilities can inspire higher levels of motivation and productivity; results-oriented approach to benefit the organisation and individuals’ personal and professional growth.

  • Conflict resolution – diagnostic tool for leaders to uncover root causes of issues and identify the most appropriate solutions.

  • Employee engagement - acknowledging individual differences, and providing personalised support, can increase employee engagement and satisfaction.

  • 管理方法的灵活性：了解管理方法的调整对于满足团队成员的需求和当前情况的重要性。例如提供明确的指导方向、充分的支持和激励，或通过权力下放来增强团队成员的责任感。

  • 适应团队节奏：定制化的管理方法既可以提高效率、促进团队间的信任与合作，还可以通过关注每个成员的需求和能力，去评估特定任务的能力和结果。

  • 有效的决策制定：在充分分析当下情况、团队能力及最终期望达成的结果后，做出明智又准确的决策。

  • 员工发展和授权：通过不断的教授、指导以及收集建设性的反馈，去建立持续学习和创新的文化，可以帮助每位员工充分发挥其潜力。

  • 改善绩效和成果：保证管理行为与当下的情境需求和团队能力保持一致，由此可以激发出更高水平的团队积极性和生产力; 且以结果为导向的方法论，有利于团队和个人的职业发展。

  • 冲突解决：可作为领导者的诊断工具，以此发现问题的根本原因并确定最合适的解决方案。

  • 员工参与：通过承认个体差异并提供个性化支持，可以增加员工的参与度和满意度。

The situational leadership theory provides a framework for understanding how leadership effectiveness is dependent on the interaction between leaders, followers, and the situational context.

By matching four leadership behaviours to four follower readiness levels, leaders can enhance staff development and achieve optimal performance outcomes:

情境领导力对于团队管理是如何取决于领导者、员工和情境背景之间的相互作用，提供了一个可行的框架。

通过将以下四种领导风格与四种下属类型互相匹配，领导者可以促进下属发展并实现最佳绩效成果：

Leadership styles:

1.Directing (S1) - high task focus / low relationship focus - leader provides clear instructions and closely supervises follower tasks.

2.Coaching (S2) - high task focus / increasing relationship focus - leader provides guidance and support for followers to develop skills.

3.Supporting (S3) - relationship building / providing some direction - leader provides encouragement and support; followers have necessary skills, but may lack confidence.

4.Delegating (S4) - low task focus / low relationship focus - leader empowers followers to take responsibility for tasks and decisions.

Follower readiness levels:

R1 - Unable and unwilling - followers lack necessary skills and motivation to perform tasks.

R2 - Unable but willing - followers are motivated, but lack skills required to perform tasks.

R3 - Able but unwilling - followers have skills, but lack motivation to perform tasks.

R4 - Able and willing - followers possess necessary skills and motivation to performtasks independently.

领导风格：

1.指导式（S1）- 高任务关注/低关系关注 - 领导者提供明确指示并密切监督下属的任务。

2.教练式（S2）- 高任务关注/增加关系关注 - 领导者提供指导和支持，帮助下属发展技能。

3.支持式（S3）- 建立关系/提供一些指导 - 领导者提供鼓励和支持；下属虽具备必要的技能，但可能对自己缺乏信心。

4.委派式（S4）- 低任务关注/低关系关注 - 领导者授权下属负责任务和决策。

下属类型：

R1 - 无能且不愿 - 下属缺乏执行任务所需的技能和动力。

R2 - 无能但愿意 - 下属虽有动力，但缺乏执行任务所需的技能。

R3 - 有能但不愿 - 下属虽具备技能，但缺乏执行任务的动力。

R4 - 有能且愿意 - 下属具备执行任务所需的技能和动力

Effective leadership will involve matching the appropriate leadership style to the current readiness level of followers, e.g. followers at a low readiness level (R1) will most likely require a directing style (S1); while for followers at a high readiness level (R4), a delegating style (S4) is probably most appropriate. A key measure of diagnostic success in this discipline is maintaining the right balance between over-supervision and under-supervision.

高效管理能够根据下属当前的类型级别调整适当的管理方式，例如，低准备级别的下属（R1）可能最需要指导式领导（S1）；而高准备级别的下属（R4）可能最适合委派式领导（S4）。在这一方面，过度监督和监督不足之间的合理平衡是判断管理效率的一个关键指标。

Flexibility and the ability to negotiate and adapt leadership styles, based on changing needs and readiness levels of followers, are an essential pre-requisite for effective situational leadership. Leaders will need to continually assess the readiness of their followers and adjust their approach accordingly; through agreement to accomplish goals and setting collaboration and leadership styles, ongoing review and development, and an action plan to partner for optimal performance.

根据下属的需求变化和隶属类型来灵活调整和适应管理方式的能力，是领导者达到有效情境领导的基本前提。领导者需要不断评估下属的类型，并相应调整他们的管理方法；通过达成一致来实现目标、制定合作和管理方式、持续审查和开发，以及合作实现最佳绩效的行动计划。

When navigating the complexities of managing teams in today’s diverse and dynamic business environments, situational leadership can provide a practical and effective diagnostic tool for leaders at all levels.

在当今多样化及动态的商业环境中，情境领导力为各级领导者提供了一种实用且有效的操作方法。

BMC Partnership offers ‘Situational leadership’ as part of our full range of market tested, fully customised business training products. Please contact us for more details of this course.

作为我们全面经过市场测试、且是定制商业培训产品系列的一部分，BMC Partnership 提供“情境领导力”的课程培训服务。如需了解更多有关此课程的详细信息，欢迎与我们联系。


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