Introduction
The situational leadership theory implements a repeatable procedure that leaders can use to leverage and effectively influence their subordinate’s behaviour. The theory helps leaders understand the relationship between the degree of readiness subordinates exhibit and an effective leadership style for completing a specific task. The style of situational leadership chosen by a leader utilizes a combination of supportive and directive behaviour. Supportive behaviour can be characterized as providing guidance and support and directive behaviour can be described as an order. Hersey and Blanchard described 4 different leadership styles on the basis of supportive and directive supportive behaviour. These are telling, participating, selling, and delegating. Telling behaviour is when the leader displays low level of supportive behaviour and high level of directive behaviour. Selling behaviour is when the leader displays a high level of supportive behaviour and a high level of directive behaviour. Participating behaviour is when the leader displays high level of supportive behaviour and low level of directive behaviour. Delegating behaviour is when the leader displays low level of supportive behaviour and low level of directive behaviour (Muralidharan, 2009. p. 63-64). This paper will discuss four different leadership styles that are displayed by emergency managers.
Hersey and Blanchard’s Situational Leadership Theory
Telling
An emergency manager has to take care of an emergency management plan for a local community. Since, most of the people taking part in preparation of the emergency plan are people from the community and all of them lack experience in handling similar situations, the emergency manager would need to display directive leadership. The emergency plan would be prepared after taking into consideration the needs of the community and directing people within the community. People will be assigned roles and they would be trained to perform their tasks, if the need arises in the future. The emergency manager will counter-check all safeguards installed and ensure people are prepared to complete their roles by training them. Overall, the emergency manager does not need to develop a better relationship with people from the local community, as their interaction is only related to safeguarding the community and making sure locals are capable of taking preventive measures.
Selling
An emergency manager that is working on a plan to overcome a probable disaster has to develop relationships with people and also direct followers to complete crucial tasks. Therefore, in such a way the emergency manager has to operate as a supportive and directive leader. The disaster can have a major impact on the destiny of people in the region, making it important for the emergency manager to get the support of people from the region. Therefore, developing relationship with employees, locals and volunteers becomes relevant as it is the only way a leader can display supportive leadership. It is also important that the emergency manager directs the people involved in the process by assigning duties and safety guidelines to people. Also, it is important that the emergency manager dictates the safety program that uses personal experience and knowledge to guide people to safety.
Participating
The emergency manager is failing to get the support of the local community as they feel the emergency procedures are time consuming and there is no need to invest so much time. In this case, the emergency manager needs to communicate and make the local community understand the need to invest time in emergency management program. The emergency manager needs to develop a relationship with the local community and explain to them that emergency management program is needed as it is the best way to protect their lives. The emergency manager does not need to direct instructions; rather it is important to develop relationships through interaction and education that would bring people on board.
Delegating
The local community is concerned for the safety of their community and their people as a neighbouring town was hit with a cyclone. The emergency manager in this case does not need to direct or support the need for emergency plans as the local community is highly motivated to ensure a plan is in place to protect them and reduce damages. In this case, the leader is not playing the role of a supportive or directive leader, but still the leader needs to keep a watchful eye on the developments to ensure the plan is up to the expected standards and capable of saving people’s lives. The leader needs to make sure that the employees, followers and the local community need to be praised for their efforts, which motivates them to improve the current safety standards.
Conclusion
Situational leadership is commonly discussed theory for managing different situations. Emergency manager needs to display high or low directive leadership or high or low supportive leadership to ensure the emergency plans are effectively developed, implemented and retained. There are four different situations that are faced by managers and they need to display different types of leadership strategies in each of these situations. Telling, delegating, participating and selling are four different leadership styles that can be used for managing emergency management situations.
References
Fox., J.C. (2009, 30 August). Analyzing Leadership Styles of Incident Commanders. Retrieved 7 June 2016 from, https://training.fema.gov/hiedu/docs/fox,%20jeffrey%20-%20analyzing%20leadership%20styles%20of%20incident%20commanders.pdf
Hersey, P. (1985). The situational leader. New York, NY: Warner Books.
Murlidharan, V. S. (2009). The Intelligent Manager. New Delhi, India: Ane Books.
