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 S4 “Delegating” style and how this might link to someone’s management training needs. Firstly let’s refresh our understanding of the S4 style.
S4: Participating Style
With this style, as with S3, the behaviour is relationship focused. However two-way communication now becomes critical to the success of the style. The leader or manager may now depend much more on the individual or group to make the decision or at the very least propose the decision. Effective dialogue is a vital element of this style and trust must exist between both parties for the style to be successful.
This style is likely to be favoured by “Y” thinkers, according to Douglas McGregor’s X/Y theory (see the blog post A starting point for management training ), as their natural tendency is to place high levels of trust in their staff. “Y” thinkers tend to naturally involve staff in discussion about how, where, when (and often why and what), should be done, and they are typically comfortable with allowing others to make decisions and take responsibility.
The style is often not appreciated by “X” thinkers who are likely to fear the loss of control over the process, outcomes or decision; or they may find it difficult to accept or support decisions that are agreed. They may also find it difficult to let go and allow others to take the necessary responsibility. If they do let go, they may find it difficult to stop themselves interfering and unintentionally undermining any responsibilities that they have relinquished.
The S4 style typically sits well with flatter structured organisations (see our blog post Management training in a flat world ), where power is decentralized and decision making is disseminated to those closest to the source of the information relating to the task in question.
This style is perhaps an essential ingredient of flatter structured organisations with a wide span of control (high numbers of people reporting directly to the manager). In this structure, if a manager has a strong preference for S1 & S2, they will really struggle to keep everyone motivated and productive.
When this style might be most appropriate
- In matrix structured organisations or where cross functional project teams are extensively used
- When managing project teams where there is little or no positional power to be exercised.
- When staff are very experienced in their roles and there may be a danger in over-using S1 or S2 styles and risking appearing patronising (“teaching your Granny to suck eggs” is, I think, the phase)
- S4 is well suited to managing specialists because respect for the knowledge, skills and experience of the specialist is crucial. Predominant use of styles S1 & S2 in a specialist environment is likely to have negative implications, especially if the leader/manager is not themselves a specialist in the same field.
Key skills/behaviours required
When considering your management development needs, the skills for this style might include: Communication, motivation, delegation, feedback, questioning and listening, coaching, influence, 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.
Please visit earlier blogs where we explore the situations associated with each of the other three styles and how and when these may be most applicable.
Edited By Jon Davies| Righttrack’s Digital Marketing Manager