Situational Leadership in Software Engineering

In many companies, experienced developers eventually find themselves in leadership positions, facing the challenge of how best to support their teams. This applies whether it’s a formal role like Tech Lead, Engineering Manager, or Architect, or through informal influence with experience and expertise. What is the secret to success in these demanding roles? Why is it intuitive in some situations and harder in others?

This interactive talk on Situational Leadership in software development explores how P. Hersey and K. Blanchard's model applies to typical engineering team challenges. We will examine various aspects of Situational Leadership and apply them to situations like introducing new technologies, fostering team dynamics, or solving complex architectural problems. You will learn how to adapt your leadership style to your team’s needs and maturity, enhancing project efficiency and improving motivation and teamwork. We dispel the common myth that leadership is rigid and illustrate how the concept of Situational Leadership (II) is practical. Whether you hold a formal leadership position or influence through expertise and experience, this talk is relevant for anyone looking to successfully navigate their teams through the challenges of modern software projects and create the conditions for successful collaboration in your team.

Last but not least, leadership is not only a push principle and sometimes, we find ourselves without the leadership style we need. The Situational Leadership theory also helps you in assessing your situation and proactively seeking the support necessary to tackle your challenge.

Transcript

1. Situational Leadership in Software Engineering
2. But what do you mean when you talk about Leadership? What kind of leadership experience do you bring with you?
3. Leadership formal informal
4. What kind of leadership experience do you bring with you?
5. What are where you struggled providing the right leadership style?
6. What do you already know about leadership theories / models?
7. Some History… ➢ 1930/40s division into autocratic, democratic, and laissez-faire
8. Once upon a time…
9. New team Different experience level
10. Collaborative Modelling Facilitator
11. Same topic Different task
12. Leadership doesn‘t have a silver bullet Situational Task related
13. Some History… ➢ 1930/40s division into autocratic, democratic, and laissez-faire ➢ 1969 by Paul Hersey & Ken Blanchard as the Life-Cycle Theory of Leadership ➢ 1970er renamed to Situational Leadership ➢ 1985 revised version by Ken Blanchard Situational Leadership II
14. Preconditions → Servant Leadership, cooperation, interest in mutual success
15. Situations → Readiness / Maturity / Development Level Competence Commitment Skill Will
16. Enthusiastic Beginner (S1) Disillusioned Learner (S2) Capable but Cautious (S3) Self-Reliant Achiever (S4) Competence (Skill) Commitment (Will) Capable but Cautious Capable but don’t care (S3)
17. ➢ What were situation where you needed leadership for each situation? ➢ What did/could have helped/worked for you in that situation? Individually 10 min Let‘s reflect! ➢ What were situations where you have been in a leadership role for each quadrant? ➢ What did you do in that situation? What worked / helped your colleague / team / department / ...? What my surrounding needed... What I needed…
18. Split into 4 or 8 groups: ➢ Collect strategies, actions, and leadership styles that have worked for your situations After 10min rotate: ➢ One person stays at the flipchart to share the knowledge already collected with the new group ➢ The rest move on to the next flipchart and add anything that might be missing In groups 10 min Let‘s collect!
19. Leadership Styles Supportive Behavior Directive Behavior
20. Enthusiastic Beginner (S1) Enthusiastic Beginner Telling, Directing, Guiding Disillusioned Learner (S2) Disillusioned Learner Selling, Coaching, Explaining Capable but Cautious (S3) Capable but Cautious Participating, Collaboration, Facilitation Self-Reliant Achiever (S4) Self-Reliant Achiever Delegation, Empowering, Monitoring Competence Commitment Supportive Behavior Directive Behavior
21. Sounds intuitive? But why is it sometimes so difficult? ➢ People express their motivation and commitment in very different ways ➢ We misjudge someone’s competence based on prior knowledge or assumptions ➢ Most of us have a preferred leadership style, which makes it harder to adapt ➢ Different experience with different styles ➢ The circumstances might not always allow or support it
22. „All models are wrong, but some are useful“
23. Limitations ➢ Autocratic approach could be more effective ➢ Lack of trust / willingness to cooperate Time pressure / Crisis
24. Limitierungen Cultural Misalignment ➢ Hierarchical cultures, different concept of leadership ➢ Individualism vs. collectivism ➢ Direct vs. indirect communication ➢ Autocratic approach could be more effective ➢ Lack of trust / willingness to cooperate Time pressure / Crisis
25. Limitierungen Cultural Misalignment ➢ Hierarchical cultures, different concept of leadership ➢ Individualism vs. collectivism ➢ Direct vs. indirect communication ➢ Autocratic approach could be more effective ➢ Lack of trust / willingness to cooperate Time pressure / Crisis Lack of integrity / consistency ➢ Frequent/inconsistent changes in leadership style can confuse ➢ Pot. feelings of unfairness
26. Formal vs. Informal Leadership
27. Can give direct instructions, set standards Has no formal power, must convince through authority of expertise Communicates the “why” aspect, creates buy-in Builds acceptance through trust and narratives Lets the team participate, moderates decision-making processes , Promotes psychological safety and a culture of discourse Officially delegates responsibility, but relies on governance mechanisms Only supports in an advisory role or as a “senior partner” in the background Competence Commitment Supportive Behavior Directive Behavior Formal Leadership Informal Leadership
28. Some last Tipps ➢ Make informal leaders your allies ➢ Empower Self-Reliant Achievers (S4) to support Disillusioned Learners (S2) and Enthusiastic Beginners (S1) ➢ We are not equally skilled in all styles - use your environment ➢ Not everyone shows motivation in the same way - ask proactively and use the model ➢ Leadership is not just a push principle - demand the style you need
29. Beija Nigl Senior Software Engineer | Workshop Facilitator b.nigl@reply.de https://www.linkedin.com/in/beija-nigl/ https://www.comsystoreply.de/en The best leaders meet people where they are, not where they want them to be.
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