In previous blogs, we described the four styles which Hersey & Blanchard described using their Situational Leadership model which they labelled S1-S4, in this blog we want to focus on the S3 “Participating” style and how this might link to someone’s management training needs. Firstly let’s refresh our understanding of the S3 style.
S3: Participating Style
With this style, the behaviour is relationship focused, unlike S1 & S2, communication is encouraged and the process promotes two-way discussion. The leader or manager is still likely to make the final decision but will openly look for ideas and suggestions from the individual or group; the resulting decision is likely to be better tested and will be based on a collaborative process.
As dialogue is an integral part of using this style, unsurprisingly, it can have significant value when used to contribute to the training and development process.
“Y” thinkers (according to Douglas McGregor’s X/Y theory (see A starting point for management training blog), are likely to favour this style, in preference over S1 & S2 styles as it encompasses respect for the individual’s knowledge, experience and expertise. Decisions are likely to be made by the leader/manager following discussions with the individual taking into account their thoughts and ideas; the individual has the ability to influence the decision.
The style is perhaps less appreciated by some “X” thinkers who favour the more direct, instructional approach; they may have concern for loss of control over the outcomes of conversation when this style is used.
Unlike S1 & S2, the S3 style perhaps sits more comfortably with flatter structured organisations (see Management training in a flat world blog), where power is decentralized, decision making is disseminated, and two-way dialogue and feedback are more the normal practice.
When this style might be most appropriate
- Where the individual or group have experience, views and opinions on how the work might be carried out, and there is flexibility within the task to allow for these views and opinions to influence the way the task is delivered
- Where the knowledge or experience of the individual is equal to or greater than the leader or manager and there is therefore a high dependence on input from the individual
- Where a high level of “buy in” is required from the individual or group to ensure success of the task. (i.e. if a significant change of practice or procedure is required)
- When developing an individual to take more responsibility on board but significant support is still required
- When managing newly formed teams of experienced individuals
Key skills/behaviours required
When considering your management development needs, the skills for this style might include: Communication, questioning and listening, influence, coaching, performance monitoring/management
Remember – there is no wrong or right style, just a style best suited to each of the associated four types of situation.
Edited By Jon Davies| Righttrack’s Digital Marketing Manager