In the performance management is integrated the situational leadership concept and the achieve –model. In this context, there are three major steps to enhance and implement the performance management that ranges from – (1), performance planning, (2) Coaching to reinforce performance plans, (3). The development of followers, (4.) And conducting the formal performance review.2.p.394.
The management process of effectiveness is here embedded in the common problem of letting individuals know what performance problem exist in any organisation. Although it may be ineffective in helping them to know why those problem do exist. In simple terms, the ability to identify problems even though, it may be weak in the problem analysis or diagnosis .Therefore, to be most effective in evaluating and solving performance management, there is need to determine why problem have to occurred.
It was in the light of this that the Achieve –model was designed by Paul Hersey and Marshall Goldsmith to help to determine why performance problem may have occurred and develop strategies aimed to solving those problems.3..ibid. The primary goals in developing this model was to determine the key factors of influence in performance as to present them for use .The first step in this direction was to isolate the key factors that influence performance management in general.
In the same problem of performance, early, John. W. Atkinson had indicated that performance is a function of motivation and ability. The ideas that certain individual need to have some degree of wiliness to carry out a task and the skill necessary to complete the task.4-(p.390). Later, Layman Porter and Edward Lawler did expand these ideas by including what they term the role –perception or task-understanding. The reason according to them stern from the fact that an individual may have all the wiliness and skill to carry out a certain task but will not be effective without a clear understanding of what to do and how to do it.
According to Jay Lorsch and Paul Lawrence, the problem of performance was viewed from different perspective in that it has little to do with function of attributes possessed by individual, rather come to depend also on the organisation and the environment. The reason again stern from the fact that any individual can be highly motivated and have the skill needed to carry out certain task. But with such task, the individual can only be effective, if he gets the needed organisational support and adequate direction and at the same time, the task fit into the organisational environment.5. p.Ibid.
THE SITUATIONAL APPROACH;-
This is an approach that enable manager to individualize performance as indicated above through which one chooses the technique that fit into a unique situation faced by each of the followers .The situational approach focus, in particular on the observed behaviour of the individual who leads and their followers in various situation.
But this is not bone out of any hypothetical inborn or acquired ability and indeed, potential for leadership.6-(p.120). The emphasise on behaviour and environment simply allows for the possibility for any individual to be trained to adapt to a particular style of leadership behaviour to varying situations. It is also believed that any individual can always increase their effectiveness in leadership roles through education, training and development. In a nutshell, nearly all situational approach requires the leader to behave in a flexible manner. By so doing such leader will be able to diagnose the leadership style appropriate to any particular situation and indeed, be able at any given time, apply the appropriate style. Therefore, when talking in terms of leader behaviour rather than leadership trait, it is an emphasis on situational approach to leadership.-7.-Ibid.
BEHAVIOUR AND ITS UNDERSTANDING.-
The whys of behaviour according to psychologist –Kurt Lenin’s fundamental equation of human behaviour can be found in =B=f(P,S). Where B= for individual behaviour, f=function of or caused by, P=the person and S= the situation. Therefore, the equation tends to suggest that behaviour is a function of something both inside the Person and outside the person in the particular Situation.
Of cause, this “something” inside the person could be motive or needs that are reflected in individual attitudes that expose how individual feels about a particular thing. Often it comes to be represented by individual personality in his tendency to act. In the above equation it is clear that P and S or a person and situation are not independent of one and the other, on the contrary they are interdependent.
Indeed, the same is true that persons are influenced by the situation in which they find themselves, just as the situations are influenced by persons. It is an important idea in the very context of situational leadership in which the appropriate leader behaviour is determine by the particular situation.8. (p.25). In understanding behaviour one need to understand why people behave as they do. The same is true that to carry out certain task through any individual, one need to know why such individual may engage in certain characteristic behaviour. What motivates him and what produces the pattern of behaviour that are characteristic of such individual or group.
This is one of the reason that motivation and its causes becomes the areas in which most of the literature in the behavioural science tends to emphasized the more in their studies. It must be emphasized though, that there are different classifications that are useful in communicating the pattern of behaviour that may described individual and groups interactions with others. Hence, often an individual can be said to be energetic or distracted and may be task-oriented or people oriented person and a team leader. 9. (p.17). It is important to bear in mind that behaviour is basically goal –oriented, that means motivated by a desire to attain some level of specific result, although such goal may not be consciously known, hence, we often say “why did I do such”.
The reason being that often our action is not always apparent to the conscious mind. The same is true that the drive that motivate the distinctive individual behavioural pattern- called personality are to a considerable degree what might be called- subconscious and therefore, not easily inaccessible for any examination and indeed, evaluation. 10. Opcit
It was Sigmund Freud, the Psychoanalyst Author, the first to recognize the importance of subconscious motivation. According to him, not everyone is aware of everything they want; hence, often much of their behaviour is affected by subconscious motives or needs. In this perspective, he was convinced that analogy could be drawn between the motivation of most people and the structure of an iceberg.
In his view, a significant segment of human motivation appears below the surface of the conscious mind. Therefore, one usually becomes aware of small portion of one’s motivation due to the above factor. The same is true, that the basic unite of human behavior is an activity, hence, all human behaviour is a series of activities. Therefore, it will not be wrong to say that human being have been condemn to be doing something, for to sleep, to talk and work at any given time. Therefore to predict behavior, one must know what motivation or need evoke certain action any given time. 11. P.26.
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