{"id":55574,"date":"2026-04-03T11:54:08","date_gmt":"2026-04-03T11:54:08","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-module-2\/lessons\/lesson-3-four-leadership-styles-3-2\/"},"modified":"2026-04-03T11:54:08","modified_gmt":"2026-04-03T11:54:08","slug":"lesson-3-four-leadership-styles-3-2","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/corporate-behaviors-and-culture-module-ucam-university\/lessons\/lesson-3-four-leadership-styles-3-2\/","title":{"rendered":"Lesson 3: Four leadership styles"},"content":{"rendered":"<p><img loading=\"lazy\" decoding=\"async\" width=\"96\" height=\"114\" src=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png\" alt=\"\" srcset=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png 96w, https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1-10x12.png 10w, https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1-42x50.png 42w\" sizes=\"auto, (max-width: 96px) 100vw, 96px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n<h2>Lesson 3: Contingency \/ Situational theory of Leadership<\/h2>\n<h3>Four leadership styles<br \/>\n<\/h3>\n<h5>The Situational Leadership theory identifies four leadership styles, which depend on the follower&#8217;s readiness level:<\/h5>\n<details id=\"e-n-accordion-item-2450\" open>\n<summary data-accordion-index=\"1\" tabindex=\"0\" aria-expanded=\"true\" aria-controls=\"e-n-accordion-item-2450\" >\n\t\t\t\t\t Telling\/Directing<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">This style is utilised when followers are committed to completing a task but lack competence in doing so. With this approach, the leader provides precise and unambiguous instructions regarding both what needs to be done and how it should be accomplished.<\/h5>\n<p>\u00a0<br \/>\n\t\t\t\t\t<\/details>\n<details id=\"e-n-accordion-item-2451\" >\n<summary data-accordion-index=\"2\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-2451\" >\n\t\t\t\t\t Selling\/Coaching<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5>\u00a0This style is is employed when followers have exhibited some level of competence but lack motivation or commitment to complete the task. In this approach, the leader provides clear and specific directions while also offering support, socio-emotional feedback, and encouragement. The leader also aims to persuade the employee that the task is valuable and worth undertaking.<\/h5>\n<p>\u00a0<br \/>\n\t\t\t\t\t<\/details>\n<details id=\"e-n-accordion-item-2452\" >\n<summary data-accordion-index=\"3\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-2452\" >\n\t\t\t\t\t Participating\/Supporting<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5>This style is utilised when followers are skilled at the task but exhibit inconsistent levels of commitment. In this scenario, the leader should relinquish some control and become less directive, while still offering support and encouragement to the employee. The leader recognises the follower&#8217;s competence and provides a supportive environment, empowering them to take ownership of the task.<\/h5>\n<p>\u00a0<br \/>\n\t\t\t\t\t<\/details>\n<details id=\"e-n-accordion-item-2453\" >\n<summary data-accordion-index=\"4\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-2453\" >\n\t\t\t\t\t Delegating<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5>This style is implemented when followers demonstrate both competence and commitment to accomplishing the task at hand. At this point, the employee is capable and committed, allowing the leader to delegate the task and grant them autonomy to complete it independently. With trust in the follower&#8217;s skills and dedication, the leader can step back and provide minimal direction or oversight.<\/h5>\n<p>\u00a0<br \/>\n\t\t\t\t\t<\/details>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">This style is utilised when followers are committed to completing a task but lack competence in doing so. With this approach, the leader provides precise and unambiguous instructions regarding both what needs to be done and how it should be accomplished.<\/h5>\n<p>\u00a0<\/p>\n<h5>\u00a0This style is is employed when followers have exhibited some level of competence but lack motivation or commitment to complete the task. In this approach, the leader provides clear and specific directions while also offering support, socio-emotional feedback, and encouragement. The leader also aims to persuade the employee that the task is valuable and worth undertaking.<\/h5>\n<p>\u00a0<\/p>\n<h5>This style is utilised when followers are skilled at the task but exhibit inconsistent levels of commitment. In this scenario, the leader should relinquish some control and become less directive, while still offering support and encouragement to the employee. The leader recognises the follower&#8217;s competence and provides a supportive environment, empowering them to take ownership of the task.<\/h5>\n<p>\u00a0<\/p>\n<h5>This style is implemented when followers demonstrate both competence and commitment to accomplishing the task at hand. At this point, the employee is capable and committed, allowing the leader to delegate the task and grant them autonomy to complete it independently. With trust in the follower&#8217;s skills and dedication, the leader can step back and provide minimal direction or oversight.<\/h5>\n<p>\u00a0<\/p>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-55574","lesson","type-lesson","status-publish","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Lesson 3: Four leadership styles - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/corporate-behaviors-and-culture-module-ucam-university\/lessons\/lesson-3-four-leadership-styles-3-2\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 3: Four leadership styles - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 3: Contingency \/ Situational theory of Leadership Four leadership styles The Situational Leadership theory identifies four leadership styles, which depend on the follower&#8217;s readiness level: Telling\/Directing This style is utilised when followers are committed to completing a task but lack competence in doing so. 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