Situation leadership is flexible and directive. Situation leadership theories carried out by writing elites scholars assert that there is no single leadership style as efficiency depends on the prevailing situation. Situational leaders values and recognize diversity among team members or employees, therefore, they adapt the behavior to their behavior to the needs and performance of their subordinates. Situational leaders should adapt to various situations and employee willingness and make sound judgment that can enhance worker performance.
Situational leaders are characterized by four behaviors. First, telling, where by the leader exhibits high directive power by defining the roles of each team member. Second is selling whereby the leader exhibits high directive and supportive behavior by providing directions while listening to the opinions of the team members. Third is participating, where the leader displays high supportive and low directive behavior in team activities. Fourthly, situational leaders exhibit the delegating behavior by displaying low supportive and low directive conduct.
Situational leaders exhibit behavioral diversity and can easily modify their leadership style according to the readiness and situation of their followers. Diversity in leaders allows them to apply different leadership styles in various cultural settings and environments. Leaders should be able to have positive impacts on different situations faced each day. Diversity in leadership is the ability to work with employees from various racial, ethnical and religious backgrounds. Such leaders are able to build an organization with strong values and beliefs where both employees and leaders collectively create an efficient work culture.
Dwight Eisenhower, the Second World War supreme commander, exhibited humility. He proved to be very proficient and successful on the position; he later was elected to be the 34th President of the United States. During his leadership as an army commander and as the president, Eisenhower exhibited high levels of humility. He emphasized the importance of taking your job seriously. He often used humor when pushing his agendas. He believed that leadership was not all about ordering people around; it is an art of getting someone to do your work because he is willing to do it. He advocated for conversations where he talked while listening to those he lead. Eisenhower illustrated that leaders should know there are smarter people. He argued that he did not know everything, hence the need to listen to his teammates during decision-making process. Eisenhower understood the importance of morale, as a result, he often acknowledged the success of his soldiers though meaningful and honest conversations, which kept them energized and motivated. He was always lively and lighthearted, virtues that the soldiers adopted. Eisenhower was a good leader because he knew how to get this done properly through humble delegation.