Leaders take the responsibility of determining the roles and tasks for their followers. They thus are involved in close supervision of the follower activities as well as taking and announcing all the decisions. In this regard, the leaders are more concerned with the challenge of meeting goals and accomplishing tasks than on building strong relationships with their subordinates (Norris & Vecchio, 2000). Communication in this style is usually one way since leadership autocratically categorizes employee’s duties.
S2: Coaching (high task, high relationship behavior)
Although the leader has the power of making decisions, he/she usually involves the suggestions of the followers while maintaining a good relationship with them. Although communication is two-way, final decisions on ideas are usually made by the leader rather than their authors (Mark, et al. 2009). Leaders are thus focused on selling their ideas to the followers to have them understand the importance of their tasks and the various organizational processes.
This style is usually very motivating to subordinates as it involves a shared decision making process and a two-way communication channel (Hersey & Blanchard, 1996). Followers are usually included in all job-related duties as well as in determining how tasks and responsibilities are to be accomplished. The leader often relies on the followers’ contribution in organizing the day-to-day responsibilities such as tasks and processes allocation.
S4: Delegating (low relationship, high task behavior)
In certain situations, leaders are compelled to entrust their followers with much of the decision making process. The leader’s task thus entails monitoring progress although he/she is not extensively involved in the process of making decisions. However, the leader is more focused on problem solving and taking decisions but grants the followers the authority to determine the final decision. Followers decide when it is appropriate to involve the leader.
There are four major follower maturity levels that determine the necessity for a leadership style (Hersey & Blanchard, 1996).
