Situational approach - the 21st century dictates its own rules

At the present stage of development of mankind, it became obvious that not every problem in any discipline, be it management, management or psychology, can be solved in a traditional way, using already tested algorithms. Now it is more important to act on the basis of the concrete state of affairs, that is, using a situational approach.

Considering, for example, management, it is safe to say that only that leader is recognized as effective, who does not use clichés, but tries to work out a solution based on circumstances. However, we should not assume that the situational approach is a complete rejection of capital truths and available theoretical data. On the contrary, knowing this information and owning it, in a particular situation it is possible to develop not one but several methods of solution.

The situation approach is not considered by one science. Each refracts it in the way the theory requires, but in any branch of knowledge this category means adaptation to what is happening and the search for effective techniques and methods to achieve the goal at a given place and time.

Since it was about management, it is necessary to consider the situational approach to leadership as one of the basic concepts. This approach is characterized by four best-known theories.

I. F. Fiedler's model

The author considered it necessary to have such a group, which is interconnected by one goal and interdependent on the way to achieve it. Fiedler believed that the performance of such a team is based on the relationship between the leader and the worker's least preferred employee, as well as the following situational variables:

A. Authority of the leader.

B. The ability to break down the structure of the problem.

B. The power of the leader, that is, his authority.

II. The Mitchell House approach, which is also called the "Path-goal"

This theory identified certain techniques that should help the leader in the process of achieving the goal of the group:

1) Clarification of each employee's responsibilities.

2) Participation, support, elimination of mistakes.

3) Mobilizing the efforts of the group to achieve the goal.

4) Support the development of those needs that the head can meet

5) Meeting these very needs after the goal is achieved

III. Theory of Hersey and Blanchard

The authors claimed that one or another style of leadership is determined by the willingness of employees to carry out assignments. In turn, it depends on such factors as:

1. Competence of the performer.
2. Desire to carry out an assignment.
3. Confidence of the employee in their abilities in solving problems.

IV. The Vroom-Hetton model

In this model, five management styles were identified:

A, B - autocratic.

B, D - consultative.

D - full participation.

At the same time, A assumes that the leader makes decisions without consulting the group; B - that he takes into account their advice, but the last word is still behind him. B - taking into account all the opinions expressed, a decision is made, D is the search for consensus, that is, a common outcome that would suit everyone.

The situational approach to leadership, realized through the presented theories, in practice is expressed in the fact that the manager must have certain character traits that are inherent in a person who can lead workers, improve their productivity.

At the same time, the situational approach is not a search for a universal style that fits into any context. On the contrary, the concept of adaptive style is more appropriate here.

Thus, the situational approach helps the leader on the basis of a variety of available techniques and techniques to choose those that are acceptable under certain circumstances. And unification, mixing of styles is not forbidden, if it contributes to effective decision-making, which subsequently determines the effectiveness of the manager himself.

That is why in the era of rapid development of technology and a daily change in the environment, be it economy or politics, it is important to imagine what a situational approach is, and what does it all eat?