Group: mba specialization

Conclusion
In conclusion, there are four distinct types of situational leadership styles. These are directing, coaching, supporting, and delegating. Similarly, situational leadership can be generalized into three steps. These steps are identifying the crucial tasks, diagnosing members’ readiness level, and settling on matching leadership style.
As illustrated above, the situational leadership model symbolizes an agreement of thinking about leadership behavior relative to group members. This leadership theory is valid for both micro and macro economies and flexible to supporters at different stages (Bass & Riggio, 2006). Similarly, As such, skilled individuals require less specific direction compared to less skilled individuals. The model is helpful since it bases its principles on other details of leadership that give emphasis to the role of task and relationship behaviors.
Because of this, it has demonstrated to be an effective basis of leadership training. Equally, the situational leadership approach supports common sense. Because of this, it is instinctively attractive. Leaders can gain from this model if they try to assess the willingness of their supporters before deciding on the appropriate leadership style. In general, the model allows leaders to become accustomed to their individual leadership style and satisfy the followers’ needs.
In spite of its impressive advantages, it should be noted that this leadership style has its shortcomings (Bass & Riggio, 2006). For instance, situational leadership style necessitates sound judgments with regard to task’s knowledge and human evaluation.
In this regard, it should be noted that not all individuals possess the visualization, spirit, insight, power, persistence, or luck to lead in every circumstance regardless of their characters, abilities, or style. Therefore, wrong detection of the supporters’ abilities and enthusiasms to complete a specific chore may interrupt the team’s development and demoralize the followers’ sense of worth.
Equally, the leadership style lacks appropriate tools for the managers to identify a group’s task skill or communal enthusiasms. In this context, It is impossible for a manager to be acquainted with all the members of bigger the groups and subsequently analyze the followers’ recommendations since the supporters’ behaviours are based on fewer personal information.

References

1. 
   Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, N.J.: L . Erlbaum Associates.
   
2. 
   Srivastava, M. K. (2003). Transformational leadership. New Delhi: Macmillan India.