corresponding leadership styles

The situational leadership states that leaders need to need to be able to “adapt their leadership styles based on the readiness, current skills, and developmental level of team members” (Rabarison). This means that situational leaders need to be flexible and change their leadership style depending on the needs of the team that they are leading. There are two main types of situational leadership categories task behavior and relational behavior. Task behavior  focuses on leaders who specifically define “roles for followers, give definite instructions… and establish formal communication channels (McCleskey).  In contrast, Relational behavior focuses on the concept of leaders displaying concern for their followers as well as attempting  “reduce emotional stress” and create “harmonious relationships”. The different combination of the task and relationship behaviors demonstrate the “four leadership styles the leader can employ”. Based on the situational leadership model that was introduced in the 1970s by Paul Hersey and Ken Blanchard the four main competencies  were being able to Diagnose, Adapt, Communicate, and Advance. (Boyens). The first core competency is diagnosis, this is the ability of leaders to be able to understand every and all details of the situation that they are trying to influence. The second core competency is Adapt, this is the leaders ability to adjust their behavior depending on the “contingencies of the situation”. The third core competency is communicate, this is the leaders ability to interact with  their team and or followers in a way that where it is both understandable and acceptable. The last core competency is advance, this is the leaders ability to guide the “movement” in a direction that is positive and results in high performance. By demonstrating these four core and critical leadership