THE FACILITATOR IN A SITUATIONAL LEADERSHIP ROLE

Leadership can be defined as the ability to influence the behavior of others. In a group setting, group members need appropriate leadership to ensure their mission, goals, and objectives are met. To turn the work back to its members to achieve their goal, it is essential that appropriate leadership be modeled. In this case, "appropriate" means the role of leader must focus on the needs of the group in any given situation.

Groups need to have leaders with the flexibility to stretch beyond their preferred styles of leading in order to meet the needs of the group and accomplish its goals. The leader must be able to recognize the variety of leadership styles and determine which style best serves the needs of the group in a given situation. There are five styles of leadership behavior that should be considered. Keep in mind, the style that is appropriate for a group at a given time is determined by the situation. No style is preferable all the time.

1. Telling. The leader identifies the problem, issue, or concern; considers alternative solutions; chooses a solution; and tells the group what to do. This works well when there is little need for expertise or information from others, and if there is low involvement of others in solution implementation.
   
   
2. Persuading. The leader makes the decision but attempts to persuade the group to accept it by describing how the decision fits the needs and interests of the group. This works well when there is little need for expertise and information from others and high involvement of others in solution implementation.
   
   
3. Consulting. The leader gives group members opportunities to influence the decision from the onset. The leader presents relevant background and asks the group for ideas. The leader selects the most promising alternatives. This works well when there is a high need for expertise, information, and low involvement of others in solution implementation.
   
   
4. Joining. The leader participates as a group member, having agreed in advance to assist in carrying out the group's tasks. This works well when there is a high need for expertise and information and high involvement in solution implementation.
   
   
5. Delegating. The leader defines the problem, states it boundaries, and asks the group to solve the problem. The leader agrees to support the group's decision as long as it fits inside the agreed upon boundaries. This works well when there is a high need for expertise or information, high involvement in solution implementation, and clear limits or requirements for the solution.

CONCLUSION

Whether you are in a facilitation or leadership role, the facilitator or leader should become familiar with all the points raised in this section. Anyone working with groups should be aware of the issues pertaining to communication, nonverbal behavior, and the process for identifying appropriate interventions. The facilitator should be comfortable and knowledgeable on the concepts of groups and organizational dynamics.

Finally, in order to lead group processes and create effective group functioning, the facilitator must assess the impact of change by observing transitions to change. These may include feelings, attitudes, values, and social cultural behaviors that provide a perceptual framework for how group members will understand and react to change. By understanding the basic skills for change, you can expand your ability to meet the needs of the group by using a variety of strategies to help group members meet their goals, function effectively, and create positive change.

NEXT >