Behavior and Situational Theories

Behaviorand Situational Theories

Behaviorand Situational Theories

  1. Situational and behavioral theories in regard to leadership are two main theories developed with the aim of defining good leadership. Both theories are different in that they sought to focus beyond the fact that leaders are simply exceptional individuals by characterization of general qualities shown by them (Crawford et al., 2000). The leadership style found in situational theory involves incorporation of an individual’s characteristics (physical and intellectual), traits, and personality.

Aperson’s style of leadership depends on the context whereby it isbeing exercised. The leadership style is based on situations.Emphasis is often placed on the need to develop the ability toperform in different, while changing the management style to sit wellwith the situation. The leadership style on the other hand, isfocused more on the leadership behavior’s pattern, rather than onthe leader as an individual. Some behavioral patterns may beidentified as the kind of leadership style needed (Crawford et al.,2000). Decision making involves the behavior of an individual ratherthan the team development. Situational theory is very effective whenthere is a need to alter the style of leadership to suit differentsituations within an organization. Behavioral theory is effectivewhen different ideas require the current behavior of the leader intochoosing the right idea to implement.

  1. Both theories situational and behavioral, have their own leadership characteristics. Situational theory, according to Crawford et al. (2000), concluded that it has some leadership characteristics that meant a leader in one particular situation could be able to lead in another. One of the leadership characteristics includes intelligence and action-oriented judgement. In behavioral theory, one leadership characteristic involves the concern for people, especially in different situations. The leader is able to emphasize achievement of set objectives (Crawford et al., 2000). However, they look upon the interests and needs of the employees, and not only units of production. For both theories, I would incorporate the two leadership characteristics into my own leadership by being conscious of people’s needs and interests, while at the same time, ensure that set tasks and objectives are incorporated to satisfy different kinds of situations.

  2. Management and leadership often go hand in hand. The two are not the same but are constantly linked. The difference between the two is that, while the manager administer the leader is responsible with innovation. The manager’s task also involves copying, focuses on systems and structures, and offers a short term view of what he or she is mandated to do. The leader is often responsible with focusing on the horizon, challenging ideas, and doing what is thought to be right, while taking risks (Crawford et al., 2000). The manager’s traits are the ability to adapt with different situations, better communicator, able to build relationships, and developing others, for example Tesca Osman of Science Revision Ltd (Crawford et al., 2000). The traits of a good leader include the ability to delegate, honest, better communicator, and are confident in taking risks. A real world example of a good leader is Warren Buffett of Hampshire Hathaway.

  3. Situational theory on relationships is based on the leadership situational control. The relationships built between a leader and the members are affected by situational-contingent factors, which are in position to affect the ability of a manager or a leader to offer leadership to its members (Crawford et al., 2000). The worker’s relationship between them and their leader is dependent on the existing match between the style of leadership dictated by this theory and the situational demands. Relationship favorableness is determined by situation, especially when the task structure, leader-worker relationship, and the position of power, dictates the degree respect, trust, and confidence of the relationship (Crawford et al., 2000). An organization can benefit from a contemporary leadership through healthy relationship, which exists between the leader and workers.


Crawford,C. B., Brungardt, C. L., &amp Maughan, M. (2000). Understandingleadership: Theories &amp concepts.Longmont, Colo: Rocy Mountain Press.