Leadership: From Theory to Application

“Until philosophers become kings, or the kings of this world embrace the spirit and power of philosophy, uniting political greatness with wisdom, cities will never find respite from their troubles.” – Plato

Leadership is one of the most discussed topics in politics and business today. It’s a concept that spans regions, industries, cultures, and eras, yet its definition remains elusive. Ineffective leadership is often cited as a primary reason for the failure of nations and business alike. Despite its importance, leadership—like philosophical concepts such as “freedom,” “love,” and “happiness”—remains open to subjective interpretation.

Before delving into leadership, let’s consider love as an example. Love is a complex emotion often defined as a deep sense of affection, care, and respect for another person. The ancient Greeks categorized love into eight distinct types: Eros (sexual passion), Philia (deep friendship), Ludus (playful love), Agape (universal love for all), Pragma (enduring, longstanding love), Philautia (self-love), Storge (familial love), and Mania (obsessive love).

Similarly, philosophers and scholars have spent decades dissecting various leadership styles to uncover their nature, giving rise to numerous theories. One of the earliest frameworks is the trait theory, which suggests that leadership arises from inherent qualities.

In his renowned work The Republic, Plato proposed that virtues such as courage, truthfulness, wisdom, justice, and temperance are essential for leaders. He argued that true leadership emerges only when moral integrity and intellectual acuity converge, as reflected in his famous assertion: ‘Until philosophers become kings, or the kings of this world embrace the spirit and power of philosophy, uniting political greatness with wisdom, cities will never find respite from their troubles.’

Leadership styles and theories have evolved over time, though elements of each can be observed across eras.

Among these, my personal favorite is Situational Leadership. This approach stands out because it is rational and rejects a one-size-fits-all mentality. Observers might liken it to a chameleon, as leaders shift their style based on the individual they’re managing. This adaptability is especially valuable in small businesses, where maximizing productivity from every team member is critical—unlike large corporations, where sheer scale can sometimes offset underperformance.

The Situational Leadership Model (SLM), developed by Paul Hersey and Ken Blanchard in the early 1980s, asserts that effective leaders must adapt their style to the needs of their followers or team members and the specific demands of the task or situation. The model hinges on aligning leadership style with two core factors: team members’ Psychological Readiness (Willingness) or Psychological Development (Commitment) and their Task Readiness (Ability) or Task Development (Competence).

In simple language, a leader must assess a team member’s ability to handle a task and their commitment to it, then adjust their approach based on the situation. This can be visualized in four quadrants: low commitment and low ability(S1), high commitment and low ability(S2), high commitment and high ability(S3), and low commitment and high ability(S4).

Let’s explore Blanchard’s SLII Model, and how it applies to each quadrant:

1. Low Commitment, Low Ability (S1) : The leader must direct the team member, providing motivation and training. If the individual struggles to improve and resources permit, reassigning them to a different task might help. If progress remains elusive, it may be best to let them go if the team can’t afford the inefficiency.
2. High Commitment, Low Ability(S2): Here, the leader facilitates coaching and training to build the team member’s skills. Given their strong commitment, there’s a good chance they can advance to the next quadrant—high commitment and high ability.
3. High Commitment, High Ability: In this case, the leader’s role is minimal—simply support the team and provide the necessary environment. These members are invaluable assets, capable of working independently with a clear understanding of the vision and tasks, requiring no direct oversight.
4. Low Commitment, High Ability: This quadrant often poses challenges for leaders and managers. Struggles here can lead to ego clashes if not handled carefully. Since the recommended action is delegating, leaders should assign tasks that leverage the individual’s skills but don’t demand intense commitment, especially under tight deadlines. Finding suitable tasks is key to utilizing their high ability effectively.

Situational Leadership provides a rational, practical, and adaptable framework. By assessing a follower’s readiness and tailoring your approach, you can unlock their potential. From Plato’s philosophical ideals to modern practice, leadership remains a blend of timeless qualities, yet it continues to evolve.