Life Cycle and Situational Leadership
Situational Leadership
Situational leadership occurs when a leader shows great control and guidance during a particular situation. For example, for some businesses to function, they may either use a participative method or an autocratic style.
Components of Situational Life Cycle Leadership Decision Continuum
Numerous components make up the all-inclusive situational life cycle leadership decision continuum and example of some components are status quo, known-unknown, known-known, unknown-unknown, decline, deductive and inductive reasoning, maturity, growth, re/introduction/change/crisis management.
Deductive and Inductive Reasoning
General or precise decisions are made by firms or companies. This process is called Deductive and inductive reasoning. Inductive reasoning is a logical process. It involves numerous sites which are set in place to achieve certain goals or actions. While deductive reasoning is going from a general to a precise goal. General principles are used as guides for individuals to attain a specific goal or take specific actions. For example, the management of a supermarket believes that candy products are often bought at an impulse; therefore, the candies are placed near the entry pathway of the store.
Growth, Maturity, and Status Quo
The growth, maturity and status quo of situational leadership plays an important role in company's development. Growth and maturity cycle indicates the increase in revenue and services being offered by a company to achieve an elevated status quo. For example, if sales and the number of customers in a supermarket increase, it can be viewed as maturity or a growth. The decline arrow in situational life-cycle leadership indicates the reduction in sales and activities of the company. For instance, due to increased competition in beverage industries, the annual sales of Coca-Cola reduced.
Introduction, Change, and Crisis Management
The introduction, change, and the crisis management arrow indicate the alteration or modification that can be implemented by business to achieve a particular outcome. Particularly, change can be enhanced by brainstorming existing strategies or by using different technological advancements. SWOT analysis also aids in identifying the strengths, weaknesses, opportunities, and threats of a company which in turn helps in crisis management, the change or the introduction of new services or decisions.
Unknown-Unknown, Known-Known, and Known-Unknown
The unknown-unknown arrow represents future outcomes, events, or circumstances that are impossible to plan, predict for or even when or where to look for them. A new business competitor may rise and disrupt one's business at any time. The rise of a competitor is, therefore, an unknown-unknown decision. On the contrary, known-known indicates future outcomes, events, or circumstances that can be planned and predicted. For example, profits or losses of a company can be predicted by analyzing sales. Additionally, known-unknown indicates both predictable and unpredictable future outcomes, e.g. new competitor and profits or losses.
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