Situational Leadership Essay example

Words: 1261
Pages: 6

Introduction Intervention was deemed necessary at a local school pertaining to the initial class, which students were failing. The department head identified that the change in direction required new textbooks, altered assessments, and increased student participation to be successful. The department head first had to identify his/her situational leadership style to effectively implement changes to improving the class while gaining buy-in from faculty and students. The premise for change existed because of the failing scores. The flexibility of the department head was imperative in the success of the change; the skill levels and attitudes of the students and faculty were a consideration in deciding the best style the department head …show more content…
This could persuade the faculty that redoing the lessons plans would pay off in the future. Using this style, the followers make a commitment and take responsibility (Lerstrom, 2008). The S1 style may also be appropriate when dealing with new teachers who are unfamiliar with writing lesson plans and are insecure in their abilities. Instructing subordinates in their areas of low competence builds confidence (Papworth et al., 2009). Taking a directive role without regard to relationships may deliver an undesired result such as decreased retention, but when a change is needed immediately there may be little time to build relationships. The leader will also have to assess the new faculty in areas of competence and skill while determining the reason for lack of motivation and buy-in with relation to the directive. To be effective in styles outside the preferred S3, the department head must seek out opportunities to practice these skills. Volunteering with new hire teachers would improve S1 skills while working with motivated and tenured facility would improve skills in S4. The department head’s leadership style was not appropriate for quadrant S4. The directive was already met with push-back; the students and faculty needed direction not observation. The leader could not watch from a distance to ensure the directive was carried out. The department head had to be hands-on to facilitate the change. The