Adapting to Changes – Situational Leadership


The Strengths and Limitations of Situational Leadership

The reviewed article identifies the peculiarities of integrated leadership implementation regarding the public sector performance. In other words, the primary objective of the work is to reflect the ultimate advantages of the combined leadership approach. The paper possesses such consistent strengths as the high-quality data usage and integrated approach. Specifically, the authors employ the Federal Human Capital Service as well as proficient assessment tools and regard the elements of leadership, according to separate qualities of a real manager. One may differentiate some study limitations as well. For instance, the paper lacks the evaluation of collaborative leadership roles (Fernandez, Cho, & Perry, 2010).

Assessing the Role of a Leader

Case Study

In this work, we review the responsibilities and leadership qualities of a war resolution project coordinator. The person handles the processes of solution techniques implementation, which targets the creation of a virtual final plan of conflict elimination. The primary duties of a leader, in this case, have an integrated nature and include the following points: team orientation, dissatisfaction, resolution, and production stimulation (Blanchard & Hersey, 1996).

Hersey and Blanchard Model Implications

The situational leadership model includes three core components. These are agent, situation, and the union of selling, participation, delegation, and telling (New Mexico State University, n.d.). Therefore, the case of leadership that is reviewed in the paper combines such essential components as military action situation, the agent of conflict solutions selection and the implementation of the model in a real-life setting.

Situational Approach to Leadership

Limitations and Advantages

The core strengths of situational leadership predetermine the usage of a contextual model in the natural environment. There are two primary benefits of the Hersey and Blanchard model implementation such as extreme concentration, and the revelation of personal traits. Thus, a real leader, who embraces the role of a project manager, receives a chance to treat a separate problem with the directed attention. Moreover, a particular setting assists in perceiving the specific features of personal leadership (Gupta, 2011). The primary limitations that account for the problem include progress shading and personal growth prevention.

The Leader’s Conduct

Exploring the Platform of Hersey and Blanchard Model

The project of war resolution that is overtaken by a leader is based on a multilevel plan of responsibilities. In the context of a situational model, a manager is accountable for understanding the basics of the military actions. Moreover, a leader of the identified project must possess some knowledge of diplomacy art. Finally, the principal trait of a manager is emotional intelligence since the team coordination requires exceptional empathy considerations (Lynn, 2008).


Summarizing the Specifications of Situational Leadership

Situational leadership discards the idea of perfect management skills. In other words, due to the theory that was developed by Hersey and Blanchard, there is no ideal pattern of coordinating the team’s work. In contrast to it, people demonstrate their leadership qualities regarding particular settings.


Blanchard, K. H., & Hersey, P. (1996). Great ideas revisited. Training & Development, 50(1), 42–48.

Fernandez, S., Cho, Y., & Perry, J. (2010). Exploring the link between integrated leadership and public sector performance. The Leadership Quarterly, 21(2), 308–323.

Gupta, A. (2011). Situational leadership. Web.

Lynn, A. (2008). The EQ interview: Finding employees with high emotional intelligence. New York: American Management Association.

New Mexico State University. (n.d.) Situation and contingency. Web.

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