The Situational Approach is utilized by leaders that have a vision for completing specific goals but must be “flexible.”  They plan utilize a contextual process and execute actions by examining the environment in which they and their followers will work.  A Leader assesses situations and the current circumstances that will affect their and followers.  To determine how to proceed, the leader must be directive yet supportive so that the needs of followers are met.  Timeframes must be established and adhered to while resources are assessed and allocated based on the situation due to changes and the need to adapt until goals are accomplished.  Success of the leader relies on everyone’s ability to communicate continually, interact efficiently, and perform duties sufficiently (Spahr, 2015).  The Style Approach required the leader to focus on task completion and relationships and will examine how individuals feel about themselves, so they know how to interact with them.  The leader must determine how he or she should behave and direct others; his or her responsibilities must be defined as well as individual obligations for members of the group.  A good leader will empower individuals to take responsibility and speak up about any concerns they might have about their inability to perform required task.  He or she enables followers to develop “self-awareness,” cognizance, and proficiency so they have the capabilities and confidence perform as part of a team.  They realize their worth as a skilled and valued employee (Northouse, 2016).             Leaders using the Situational Approach utilize a variety of strategies.  For example, they evaluate how followers can be utilized to perform the tasks and may change his or her style based on the situation at hand.  Sometimes that means reassigning staff that can be an issue if individuals are not able to perform adequately.  The leader must consider the “organization’s environment,” examine what must be accomplished during different situations by knowing he or she abilities to instruct others.  Leaders must measure individual followers’ needs and competence; willingness to perform duties and improve their commitment as circumstances arise and changes are required to meet goals (Spahr, 2015). Leaders using the Style Approach focuses actions on the organization’s vision and contextual framework with “Task behavior” as the process for determining their roles and engagement and strategize with use of “Relationship behavior” to interact with followers and aid them in committing to the goals and performing their duties sufficiently; if a leader is to be effective, he must utilize both methods (Northouse, 2016).  Disadvantages of the Situational Approach occur when the leader does not recognize unmet needs or inabilities of followers to perform the assigned tasks as changes are made to adapt to circumstances that may occur various situations.  Reassigning individuals or restructuring activities can delay goals.  And ...

1. The Situational Approach is utilized by leaders that have a
vision for completing specific goals but must be “flexible.”
They plan utilize a contextual process and execute actions by
examining the environment in which they and their followers
will work. A Leader assesses situations and the current
circumstances that will affect their and followers. To determine
how to proceed, the leader must be directive yet supportive so
that the needs of followers are met. Timeframes must be
established and adhered to while resources are assessed and
allocated based on the situation due to changes and the need to
adapt until goals are accomplished. Success of the leader relies
on everyone’s ability to communicate continually, interact
efficiently, and perform duties sufficiently (Spahr, 2015). The
Style Approach required the leader to focus on task completion
and relationships and will examine how individuals feel about
themselves, so they know how to interact with them. The leader
must determine how he or she should behave and direct others;
his or her responsibilities must be defined as well as individual
obligations for members of the group. A good leader will
empower individuals to take responsibility and speak up about
any concerns they might have about their inability to perform
required task. He or she enables followers to develop “self-
awareness,” cognizance, and proficiency so they have the
capabilities and confidence perform as part of a team. They
realize their worth as a skilled and valued employee (Northouse,
2016).
Leaders using the Situational Approach utilize a variety
of strategies. For example, they evaluate how followers can be
utilized to perform the tasks and may change his or her style
based on the situation at hand. Sometimes that means
reassigning staff that can be an issue if individuals are not able
to perform adequately. The leader must consider the
“organization’s environment,” examine what must be
accomplished during different situations by knowing he or she

2. abilities to instruct others. Leaders must measure individual
followers’ needs and competence; willingness to perform duties
and improve their commitment as circumstances arise and
changes are required to meet goals (Spahr, 2015).
Leaders using the Style Approach focuses actions on the
organization’s vision and contextual framework with “Task
behavior” as the process for determining their roles and
engagement and strategize with use of “Relationship behavior”
to interact with followers and aid them in committing to the
goals and performing their duties sufficiently; if a leader is to
be effective, he must utilize both methods (Northouse, 2016).
Disadvantages of the Situational Approach occur when the
leader does not recognize unmet needs or inabilities of
followers to perform the assigned tasks as changes are made to
adapt to circumstances that may occur various situations.
Reassigning individuals or restructuring activities can delay
goals. And, they do not distinguish gender or culture in terms
of communication styles (Spahr, 2015). Disadvantages of the
Style Approach produces issues for the leader when his or her
engagement “hands on” has caused the followers to participate
effectively so their performance does not meet standards.
Activities are reduced and that causes delays in task
completions, thus, reducing accomplishment of goals
(Northouse, 2016).
An example of when the Situational and Style Approach
would be effective is at a Texas Human Services Commission.
Can the name be considered a metaphor? It implies the agency
has been commissioned to serve Texans by providing for their
health and other personal needs. Using a Situational Approach,
a leader would be presented with a lot of staff turnover because
the duties of a worker are stressful and require a high-level of
competence in many areas. There are opportunities to use
different leadership styles to address the needs of individual
workers. The leader must be able to perform in accordance with
the organization’s vision and motivate workers to adhere to the
ethical and moral views as well as ensure they commit to

3. following policies and procedures, so cases are completed
accurately and timely, so clients’ needs are met, and they
receive the resources they are entitled to. Individuals are
provided an opportunity to apply for several types of assistance
(Spahr, 2015). They are also assessed for services that can be
provided by other agencies, so the worker must collaborate with
workers from other organizations, provide referrals, and follow
up on service delivery to ensure customers have received full-
service. Each client presents a unique situation and the worker
must utilize skills and abilities to provide services while
making the necessary adjustment as situations are presented
(Northouse, 2016; Spahr, 2015).
Utilizing the Style Approach, the leader would have to apply
use of “Task behavior.” The performance plan would provide
direction and support by presenting followers with facts so that
they are aware of expectations, be knowledgeable they must
consistently perform at a specific level, and they would gain
feedback through case readings to be aware of their
performance. They utilize “Relationship behavior” by
identifying workers as part of an organization, a unit that
services clients. They can realize their abilities to change the
lives of individuals in a positive manner. When statistics are
revealed, no one individual is singled out, the group is
recognized for performance. They do receive personal statistics
but that is done on an individual basis where additional training
or other adjustments are discussed and integrating the
individual’s input helps to provide inclusion, support, and
nurturing. It also enables them to gain confidence and more
abilities (Northouse, 2016; Spahr, 2015; cyfar.org, 2018).
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