Sometimeswhen I work under pressure to meet deadlines, the heavy work load seems tolessen my temper and I often feel intolerant towards even some minor mistakesmy colleagues make. Though I often regret those situations later, I stillcannot completely stand such quick anger under pressure. Also, I sometimes feelnot selecting certain people into my work group when I see some undesirableextreme natures in their behaviour. Even knowing that a leader should not discriminatepeople, I am not still brave enough to take the challenge of including thoseextreme natured people in the team.
Theworst implication of all these conflicts is that there is a possibility that Ican be seen somewhat biased by other people and moreover the guilty conscienceI get at the end of the day, either after being short tempered or intentionallyexcluding certain people from my team. 1. My style of LeadershipWhenthe company faces the situations that require the decision making at itsquickest along with effectiveness, the autocratic leadership style ispreferred. Bureaucratic leadership style is useful when adherence to theprotocols is much required while charismatic leadership is effective when theorganization requires the motivation and enthusiasm of the employeesguaranteed. In addition, the organizations which are free from office politicsand respect identity of each employee may fit for a democratic leadershipstyle. Therefore, neither one strategy nor one leadership style can be expectedto be used in every organization or for every situation. The desirable resultsunder each situation are best achieved only when the most suitable leadershipstyle is adopted.In situational leadership approach, it takes high levels ofcourage of a person to consider for different solutions for the problem thatarises and thereby to decide what solution would give the optimal resultsaccurately.
When other leadership styles often tend to use the same solutionfor the same kind of issues over and over again, situational leader cannot anddoes not do that. He often goes for newer solutions as the necessity comes by.This is important in the context of top management as well since they have toface unexpected situations often and apply unstructured solutions for suchsituations.I always tend to adopt the situational style of leadership.As I am employed at a bank where I have to meet the circumstances created byboth customers and my colleagues, I cannot have in mind a certain specifiedstyle as such style would not offer the best solution for the moment.
Therefore, as per my own analysis, I am trying to adopt situational leadershipstyle and my role model in this effort has been my previous employer whoimpressively excelled at indicating different styles to fit differentunexpected moments. 2. My Leadership Development GoalsTo be a successful situational leader, I need to acquirecertain leadership attributes.To become a successful situational leader, it takes clear foresightand analytical abilities. This is mainly because every situation thatarises is different and thereby the leader always has to apply differentmethods to address each situation and this highly requires a clear vision onwhat the nature of the situation is and how it would react to different kind ofsolutions if applied. In situational leadership approach, it takes high levels of courageof a person to consider for different solutions for the problem that arisesand thereby to decide what solution would give the optimal results accurately.
When other leadership styles often tend to use the same solution for the samekind of issues over and over again, situational leader cannot and does not dothat.The best approach varies and depends on the respectivesituational factors. In situational leadership, the leadership tends to be highlyflexible as it allows for the dynamic situation specific factors, not thepre set rigid expectations. This facilitates the decision making process.