This informal CPD article, ‘Situational Leadership and Assertiveness’, was provided by Pharmacist's Guide Centre, who provide professional development opportunities for pharmaceutical companies. The Centre offers training programs designed to enhance pharmacists' skills and scientific knowledge, helping them stay abreast of the latest developments in the field.
Situational Leadership is a leadership approach based on the idea that leadership style should be adapted to the maturity level of the individuals being led and the specific situation at hand. This theory, first introduced by Paul Hersey and Ken Blanchard in the 1970s, emphasizes the importance of flexibility in leadership, where a leader adjusts their style depending on the needs of the situation and the developmental level of the team.
Situational Leadership identifies four primary leadership styles:
1. Directing: When the team or individual is new or inexperienced in their tasks, a directive leadership style is necessary, where the leader provides clear instructions and sets specific goals.
2. Coaching: As individuals begin to develop some skills but still require support, a coaching leadership style is appropriate. This combines both direction and emotional support.
3. Supporting: When the team becomes more competent but still needs confidence-building, the leader can reduce the level of direction while increasing support.
4. Delegating: When individuals are capable of working independently, the leader can delegate tasks and allow them the freedom to make decisions.
Assertiveness:
Assertiveness is the ability to express one’s thoughts, feelings, and needs clearly and directly without being aggressive or passive. It is an essential skill for effective leaders, enabling them to interact appropriately with their team, make tough decisions, and balance achieving goals with maintaining healthy relationships.
In the context of Situational Leadership, assertiveness plays a critical role in balancing the different needs of the situation and the team. An assertive leader knows when and how to say "no," when to take a clear stand, and how to maintain respect from the team while achieving objectives. Assertiveness does not mean aggressiveness; it is about maintaining a stance and confidence without being overly controlling or overly lenient.
Assertiveness is also linked to integrity and transparency in the workplace, as assertive leaders can clearly articulate their expectations and avoid misunderstandings. By doing so, assertiveness contributes to improved communication and building trust between the leader and the team.
Conclusion
Situational Leadership and assertiveness together form a comprehensive framework for effective leadership. By adapting to the needs of the situation and the team, and using assertiveness in communication and decision-making, leaders can be more effective in achieving their goals and maintaining successful, productive teams. This requires the ability to accurately assess the situation, understand the team's maturity level, and apply the appropriate leadership style, with assertiveness as a key component in achieving the desired outcomes.
We hope this article was helpful. For more information from Pharmacist’s Guide Centre. Please visit their CPD Member Directory page. Alternatively, you can go to the CPD Industry Hubs for more articles, courses and events relevant to your Continuing Professional Development requirements.
