The Situational Leadership Theory is that there is no single “best” style of leadership. The effective leadership varies, not only with the person or group that is being influence, but it will also depend on the task, job or function that needs to be accomplished.
Characterized leadership style in terms of the amount of Task Behavior and Relationship Behavior that the leader provides to their followers. They categorized all leadership styles into four behaviour types, which they named S1 to S4:
S1: Derecting - is characterized by one-way communication in which the leader defines the roles of the individual or group and provides the what, how, when, and where to do the task
S2: Coaching - while the leader is still providing the direction, he or she is now using two-way communication and providing the socioemotional support that will allow the individual or group being influenced to buy into the process.
S3: Surpporting - this is now shared decision making about aspects of how the task is accomplished and the leader is providing less task behaviors while maintaining high relationship behavior.
S4: Delegating - the leaders is still involved in decisions; however, the process and responsibility has been passed to the individual or group. The leader stays involved to monitor progress.
The Contingency Theory assume a person have a preference between task and relationship.And this tendency can't change.If a leader want to become effective,he or she have to change the situation to match his or her leadership style.
In the contrast,Situational Theory consider that the balance of task and relationship will make leader much more effective.Of the four typles, no one style is considered optimal for all leaders to use all the time. Effective leaders need to be flexible, and must adapt themselves according to the situation.
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