SITUATIONAL LEADERSHIP IN SERVICE ORGANIZATIONS

Authors

DOI:

https://doi.org/10.7251/ACE2033115T

Keywords:

leader, employee, leadership style, development, success

Abstract

The purpose of this paper is to present a situational leadership model. The model is universal and can be applied in small, medium and large enterprises of various industries. Numerous surveys on U.S. Fortune 500 companies and surveys on other companies around the world have shown its universality, but also the need to improve the model. The aim of this paper is to adapt the model to the needs of the service activity that deals with vehicle servicing. The paper presents the hypothesis that by adapting the situational leadership model in service activities, it will lead to better personnel leadership, increased profits and satisfaction of the demands and requirements of stakeholders. We used quantitative and qualitative methodology in our paper. We collected numerical data based on a situational questionnaire, and we collected qualitative data based on interviews with employees and leaders. The results of the conducted research confirm that by adjusting the situational leadership model, the profit of the organization can be improved. The extension of the model refers to the clear definition of business objectives, and the requirements of the CEO that leaders must have the highest knowledge and skills to effectively manage staff in given situations. The limitation of the research refers to a small sample, because we applied and adjusted the model only to one service organization. The originality of the work refers to the adaptation of the model of situational leadership in a service organization that deals with vehicle servicing. For the first time, the development of leaders is assessed in situational leadership models at the request of the CEO. Based on the results, the CEO analyses the development of leaders and the development of employees. To achieve the defined goals, the CEO requires from leaders to be at the highest level of development. Therefore, the introduction of continuous training of leaders is necessary. There are several ways to assess employee development. For the first time, employees are developed based on their ability to perform jobs. Leaders must be able to adapt their leadership style to all employees, to train employees as quickly as possible to perform tasks independently.

References

Aniefre Eddie Inyang, R. A. (2018). The role of manager leadership style in salesperson implementation of sales strategy: a contingency perspective. Journal of Business & Industrial Marketing, 1-14. doi:10.1108/JBIM-09-2017-0230

Chanhoo Song, C. H. (2020). The effect of service workers’ proactive personality on their psychological withdrawal behaviors: a moderating effect of servant leadership. Leadership & Organization Development Journal, 4(5), 653-667. doi:10.1108/LODJ-04-2019-0149

Curseu, J. P. (2016). I will follow (when I need to). Personnel Review, 45(4), 707-723. doi:10.1108/PR-12-2014-0273

Drea Zigarmi, T. P. (2017). Test of Three Basic Assumptions of Situational Leadership II Model and Their Implications for HRD Practitioners. European Journal of Training and Development, 41(3), 1-32. doi:10.1108/EJTD-05-2016-0035

Elizabeth Chapman, E. W. (2017). A proposed model for effective negotiation skill development. Journal of Management Development, 940-958. doi:10.1108/JMD-01-2016-0002

Francis J. Yammarino, M. C.-Y. (2020). Is Leadership more than “Ilike my Boss”? Personnel and Human Resources Management, 38, 1-55. doi:10.1108/S0742-730120200000038003

Glasø, G. T. (2018). Situational leadership theory:a test from a leader-followercongruence approach. Leadership & Organization Development Journal, 1-19. doi:10.1108/LODJ-01-2018-0050

John R. Turner, R. B. (2018). A review of leadership theories: identifying a lack of growth in the HRD leadership domain. European Journal of Training and Development, 42(7/8), 470-499. doi:10.1108/EJTD-06-2018-0054

Joseph A Crawford, S. D. (2019). Putting the leader back into autentic leadership: Reconceptualising and rethinking leaders. Australian Journal of Management, 1-21. doi:10.1177/0312896219836460

Kara Arnold, C. L. (2016). Transformational leadership in an extreme context: examining gender, individual consideration and self-sacrifice. Leadership & Organization Development Journal, 37(6), 1-30. doi:10.1108/LODJ-10-2014-0202

Marques, J. (2018). What’s new in leadership? Human Resource Management International Digest, 26(4), 15-18. doi:10.1108/HRMID-04-2018-0078

Morten Emil, B. J. (2016). A study of coaching leadership style practice in projects. Management Research Review, 39(9), 1-9. doi:10.1108/MRR-07-2015-0157

Northouse, P. G. (2016). Leadership - Theory and Practice. London, UK: Sage Publication. Preuzeto sa ISBN 978-1-4833-1753-3

Paul Hersey, K. B. (2013). Management of Organizational Behavior: Leading Human Resources. London, UK: Pearson. Preuzeto sa ISBN: 0133080471, 9780133080476

Salehzadeh, R. (2017). Which types of leadership styles do followers prefer? A decision tree approach. International Journal of Educational Management, 1-32. doi:10.1108/IJEM-04-2016-0079

Sam Shriver, B. W. (2018). Situational Leadership and Cybersecurity. Leader to Leader, 44-49. doi:10.1002/ltl.20409

William A. Pasmore, R. W. (2017). The Future of Research and Practice in Organizational Change and Development. Research in Organizational Change and Development, 1-32. doi:10.1108/S0897-301620170000025001

Yariv Itzkovich, S. H. (2020). Full range indeed? The forgotten dark side of leadership. Journal of Management Development, 1-18. doi: 10.1108/JMD-09-2019-0401

Downloads

Published

2020-12-30

How to Cite

Todorović, Z., & Todorović, B. (2020). SITUATIONAL LEADERSHIP IN SERVICE ORGANIZATIONS. Acta Economica, 18(33), 115–129. https://doi.org/10.7251/ACE2033115T

Issue

Section

Review article