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When should a leader be directive or empowering? How to develop your own situational theory of leadership

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  • Sims Jr., Henry P.
  • Faraj, Samer
  • Yun, Seokhwa

Abstract

A situational theory of leadership attempts to match a particular leadership style or type to specific external circumstances. The general idea is that one type of leadership will be effective in one situation, but a different type of leadership will be effective in another situation. Historically, situational theories of leadership have been too abstract to apply to specific situations. Nevertheless, the concept of situational leadership retains considerable intuitive appeal. In this article we draw on our previous research about situational leadership during resuscitation in a trauma center, in order to derive a general strategy of how a leader can best develop his or her own personal theory of leadership which best works for their unique circumstances. The core of the strategic approach involves: (1) defining goals for a specific situation, (2) defining potential leadership types, (3) identifying situational conditions, (4) matching a leadership style to the particular situation, and (5) determining how the match between leadership style and situation will be made. The medical trauma center we profile provided an interesting example of how leaders considered elements of the situation to guide their own leadership.

Suggested Citation

  • Sims Jr., Henry P. & Faraj, Samer & Yun, Seokhwa, 2009. "When should a leader be directive or empowering? How to develop your own situational theory of leadership," Business Horizons, Elsevier, vol. 52(2), pages 149-158.
    • Handle: RePEc:eee:bushor:v:52:y:2009:i:2:p:149-158
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    References listed on IDEAS

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    1. Samer Faraj & Yan Xiao, 2006. "Coordination in Fast-Response Organizations," Management Science, INFORMS, vol. 52(8), pages 1155-1169, August.
    2. Podsakoff, Philip M. & Bommer, William H. & Podsakoff, Nathan P. & MacKenzie, Scott B., 2006. "Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research," Organizational Behavior and Human Decision Processes, Elsevier, vol. 99(2), pages 113-142, March.
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    2. Azio Barani, 2021. "Innovazione tecnologica e lavoro: impatti sui processi di selezione, organizzazione e sviluppo del personale," QUADERNI DI ECONOMIA DEL LAVORO, FrancoAngeli Editore, vol. 0(114), pages 129-170.
    3. Steven L. Johnson & Hani Safadi & Samer Faraj, 2015. "The Emergence of Online Community Leadership," Information Systems Research, INFORMS, vol. 26(1), pages 165-187, March.
    4. Rapp, Adam & Ogilvie, Jessica & Bachrach, Daniel G., 2015. "Sales leadership icons and models: How comic book superheroes would make great sales leaders," Business Horizons, Elsevier, vol. 58(3), pages 261-274.
    5. Bruning, Patrick F. & Hsin-Chen Lin, & Hsu, Ching-Yi, 2022. "Crafting solutions to leadership demands for well-being and effectiveness," Business Horizons, Elsevier, vol. 65(5), pages 603-615.
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    7. Renier Steyn, 2020. "Leadership Styles and Organisational Structure," International Journal of Human Resource Studies, Macrothink Institute, vol. 10(3), pages 98116-98116, December.
    8. Steffen H. Schroeder & Urs Baldegger, 2019. "Empowering Leadership In R&D — Moderating Effects Of The Strategic And Cultural Context," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 24(04), pages 1-29, June.

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