In previous posts weve talked about two major camps of leadership theorists: thos e who believe leadership is all

about a handful of universal traits, and those w ho believe its all about a handful of different leadership styles. Both of these approaches clearly have merit. After all, there are certain traits that effective leaders seem to share, and yet, experience shows us that leaders hip is not a one size fits all proposition. Theres a key element in leadership, however, which neither of these theories real ly address: what role does the situation or context play in leadership? Put another way: in what ways is leadership dependent upon context? Situational theories attempt to avoid the pitfalls of both trait and style theor ies by taking an environmentally-based rather than an individually-based approac h to leadership. According to John Hemphills book Situational Factors in Leadership, what an indivi dual actually does when acting as a leader is in large part dependent upon chara cteristics of the situation in which he functions." This approach makes the assu mption that leadership will look different depending on what the situation requi res, and that no one approach will work effectively in all environments. Situati onal theories likewise hold that there is no one optimal profile of a leader. Intuitively, this makes sense. After all, the kind of leadership it takes to org anize a fund-drive for a seriously ill coworker isnt the same type of leadership called for when a house is burning and people are trapped inside. In each situat ion, the situational theory holds, the type of leadership we get is less depende nt on the quirks of the individual than on the type of leadership thats required. Situational theory does have its limits, though. In a strict sense, the type of leader that emerges in specific situations can be analyzed and perhaps even clas sified, but as far as actually getting a handle on how people become leaders and why some people become leaders in certain situations and others dont the theory doesnt have much to offer. The situational theory of leadership is probably most useful as a means of looki ng back at history and gaining insight on the rise of certain leaders e.g., why Winston Churchill emerged so effectively as a leader for Great Britain during th e crisis of World War II. (Hint: a whole lot of experience and charisma didnt hur t.) But what if the right leader hadnt emerged? However, because the type of leadership called for in each specific situation ca nt really be anticipated ahead of time, the same kind of situational theory could nt have predicted the need for a Churchills type of leadership in Great Britain be fore he came to power. This presents serious practical shortcomings (except for historians, of course!). Still, the situational theory of leadership raises some important questions wort h thinking about. To what degree is your ability to lead based on the context youre operating in? F or instance are you more effective as a leader when youre working with people in the midst of a crisis, or more so when things are fairly steady from day to day? Do you work better in situations where the methods are clearly defined, or ones where youre free to improvise? Can you think of others who work better in the opp osite context?

Situational theory isnt the final answer (in later posts Ill share what is!), but it does serve to help us appreciate the complexity of leadership. Lynda-Ross Vega: A partner at Vega Behavioral Consulting, Ltd., Lynda-Ross speci alizes in helping coaches, coaching clients and entrepreneurs . She is co-creato r of Perceptual Style Theory, a revolutionary psychological assessment system th at teaches people how to unleash their deepest potentials for success. For free information on how to succeed as an entrepreneur or coach, create a thriving bus iness and build your bottom line doing more of what you love, visit www.YourTale ntAdvantage.com