While transformational leaders build confidence in a team that remains when they move on, the removal of a charismatic leader typically leaves a power vacuum.
[bctt tweet=”Developed by management experts Paul Hersey and Ken Blanchard in 1969, situational leadership is a theory that the best leaders utilise a range of different styles depending on the environment.” username=”better_leaders”] Factors such as worker seniority, the business process being performed and the complexity of relevant tasks all play an important role in what leadership style to adopt for any given situation.
This was an insider research project with the researcher being a nursing dean; however certain measures were taken to ensure validity and reliability of the study.
Method and conclusion: The study involved 147 lecturers and 7 leaders from various nursing institutes in Oman.
For example, situational leaders may adopt a democratic leadership style when discussing commercial direction with senior executives, but switch to a bureaucratic strategy when relaying new factory protocols to workers.
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In Oman, there is a lack of research on the role of leadership in higher education and its importance to staff professional development and job satisfaction, which in turn reflects on the level of organizational performance.
The significance of this study is that it explores the perceptions of both teaching staff and their deans in a comparable set of organizations to determine which leadership styles have the greatest potential to improve their organizations.
Also known as participative leadership, this style – as the name suggests – means leaders often ask for input from team members before making a final decision.
On the downside, the democratic process is normally slower and may not function well in workplaces where quick decision-making is crucial.