The situational leadership model offered by Blanchard and Hersey, reveals the truth that there is no cookie-cutter way to lead. Situations play a role in transitioning our leadership style. I can see this model's use in my current job from when I first got hired as an intern to my current position as a Meeting Planner.

 

When I first started, my supervisor gave me a very laissez-fair approach to leadership. In reality, I needed a directing leader (S1) as I did not necessarily have all the skills to complete the assigned tasks just yet. As with most new hires, they fall in the D1 category with high commitment and low competence. My motivation went from high to low very quickly over the first few weeks because I did not have a leader who told me what to do. Everything I was assigned was open to discussion and I ended up wasting a lot of company time constantly asking questions. Now as a Meeting Planner, my supervisor displays a supporting style to leadership (S3). My supervisor allows me to participate in tasks she is assigned and supports my work and me as an employee. Now that I have been with the company for a year I feel as though I am starting to push into the S4 category with high competence and high commitment. I have found my seat within the business. My supervisor is able to delegate tasks to me with low guidance and support, as it is understood that my supervisor trusts my ability to get tasks done.

 

As a supervisor of our new interns, I provide a very direct leadership style, as I know this is what I needed when I started. I tell those employees exactly what to do and what I expect. The interns are new to the company and are not yet familiar with the company policies, standards, and processes. With a high directive approach, interns are less worried about if they are doing tasks correctly. The focus in the beginning stages are on tasks, while as an employee develops, the leadership approach grows to focus on relations. Now that I have been with the company for a year, I have developed the skills needed to complete my tasks without too many directions, however, I rely on support and appreciation to keep my subordinates motivated and committed. I believe that support is always needed throughout all situations to keep morale in place. Especially when a company has indispensible employees, the support is what keeps employees from leaving.