Overview
Situational Approach Perspective Leadership Styles Developmental Levels How Does the Situational Approach Work?
Leadership Effectiveness
Leadership Styles
Definition Leadership style - the behavior pattern of an individual who attempts to influence others It includes both: Directive (task) behaviors Supportive (relationship) behaviors
Directive behaviors - Help group members in goal achievement via one-way communication through:
Giving directions Establishing goals & how to achieve them Methods of evaluation & time lines Defining roles
Supportive behaviors - Assist group members via two-way communication in feeling comfortable with themselves, coworkers, and situation
Asking for input Problem solving Praising, listening
S1 - Directing Style
S1
Directing
Leader focuses communication on goal achievement Spends LESS time using supportive behaviors
S2 - Coaching Style
S2 Leader focuses communication on BOTH goal achievement and supporting subordinates socioemotional needs Requires leader involvement through encouragement and soliciting subordinate input
Coaching
High Directive High Supportive
S3 - Supporting Style
S3
Supporting
High Supportive Low Directive
Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing the task Leader delegates day-today decision-making control, but is available to facilitate problem solving
S4 - Delegating Style
S4 Leader offers LESS task input and social support; facilitates subordinates confidence and motivation in relation to the task Leader lessens involvement in planning, control of details, and goal clarification Gives subordinates control and refrains from intervention and unneeded social support
Delegating
Low Supportive Low Directive
Development Levels
Definition The degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity Dimension Definitions
D1 D2 D3 D4 High D4
Developed
Low Competence High Commitment Some Competence Low Commitment Mod-High Competence Low Commitment High Competence High Commitment
Low D1
Developing
D3
Moderate D2
Situational Approach
Focus Centered on the idea subordinates vacillate along the developmental continuum of competence and commitment Leader effectiveness depends on assessing subordinates developmental position, and adapting his/her leadership style to match subordinate developmental level
-What is the task subordinates are being asked to perform? - How complicated is it? -What is their skill set? - Do they have the desire to complete the job?
(High)
S U P P O R T I V E B E H A V I O R
S3 S4
Low Supportive and Low Directive Behavior DIRECTIVE BEHAVIOR HIGH MODERATE
S2 S1
High Directive and Low Supportive Behavior (High) LOW
(Low)
D4
DEVELOPED
D3
D2
D1
DEVELOPING
How Does The Situational Approach Work? How Does The Situational Approach Work?
Employees Developmental level
D1
D2
S2 Coaching
High Directive-High Supportive
D3
Mod-High Competence S3 Supporting High Supportive-Low Directive Low Commitment High Competence High Commitment
S4 Delegating
Low Supportive-Low Directive
D4
Levels of Development
D1 - Enthusiastic Beginner D2 - Disillusioned Learner D3 - Reluctant Contributor D4 - Peak Performer
15
Levels of Development D1
Low Competence, High Commitment
Enthusiastic Beginner
Disillusioned Learner
Levels of Development D3
Moderate to High Competence, Variable Commitment
Reluctant Contributor
Peak Performer
Levels of Development
D1 - Low Competence, High Commitment Enthusiastic Beginner D2 - Some Competence, Low Commitment Disillusioned Learner D3 - Moderate to High Competence, Variable Commitment Reluctant Contributor D4 - High Competence, High Commitment Peak Performer
15
(High)
S U P P O R T I V E B E H A V I O R
S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW
(Low) HIGH
D4
DEVELOPED
D3
D2
D1
DEVELOPING
18
Directing
High Directive, Low Supportive Leader Defines Roles of Followers Problem Solving and Decision Making Initiated by the Leader One-way Communication
19
(High)
S U P P O R T I V E B E H A V I O R
S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW
(Low) HIGH
D4
DEVELOPED
D3
D2
D1
DEVELOPING
20
Coaching
High Directive, High Supportive Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions Two-way Communication Control Over Decision Making Remains With the Leader
21
(High)
S U P P O R T I V E B E H A V I O R
S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW
(Low) HIGH
D4
DEVELOPED
D3
D2
D1
DEVELOPING
22
Supporting
High Supportive, Low Directive Focus of Control Shifts to Follower Leader Actively Listens Follower Has Ability and Knowledge to Do the Task
23
(High)
S U P P O R T I V E B E H A V I O R
S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW
(Low) HIGH
D4
DEVELOPED
D3
D2
D1
DEVELOPING
24
Delegating
Low Supportive, Low Directive Leader Discusses Problems With Followers Seeks Joint Agreement on Problem Definitions Decision Making Is Handled by the Subordinate They Run Their Own Show
25
(High)
S U P P O R T I V E B E H A V I O R
S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW
(Low) HIGH
D4
DEVELOPED
D3
D2
D1
DEVELOPING
26
Tell Them What You Want Them to Do Show Them What You Want Them to Do Let Them Try - There Is Some Risk Observe Performance - Focus on the Positive Manage the Consequences
Tell Them What You Want to Do Show Them What You Want to Do Let Them Try There is Some Risk Observe Performance Focus on the Positive Manage the Consequences
Situational Leadership is not something you do TO people but something you do WITH people.
Strengths
Marketplace approval. Situational leadership is perceived as providing a credible model for training employees to become effective leaders. Practicality. Situational leadership is a straightforward approach that is easily understood and applied in a variety of settings. Prescriptive value. Situational leadership clearly outlines what you should and should not do in various settings.
Strengths, contd.
Leader flexibility. Situational leadership stresses that effective leaders are those who can change their style based on task requirements and subordinate needs. Differential treatment. Situational leadership is based on the premise that leaders need to treat each subordinate according to his/her unique needs.
Criticisms
Lack of an empirical foundation raises theoretical considerations regarding the validity of the approach. Further research is required to determine how commitment and competence are conceptualized for each developmental level. Conceptualization of commitment itself is very unclear. Replication studies fail to support basic prescriptions of situational leadership model.
Criticisms, contd.
Does not account for how particular demographics influence the leadersubordinate prescriptions of the model Fails to adequately address the issue of oneto-one versus group leadership in an organizational setting Questionnaires are biased in favor of situational leadership
Application
Often used in consulting because its easy to conceptualize and apply Straightforward nature makes it practical for managers to apply Breadth of situational approach facilitates its applicability in virtually all types of organizations and levels of management in organizations
Readings List
Hersey, Paul and Blanchard, Kenneth. Management of Organizational Behavior: Utilizing Human Resources (Englewood Cliff, NJ: Prentice Hall, 1982). www.12manage.com/methods_blanchard_situational_leadership.html Blanchard, Kenneth. Recognition and Situational Leadership II Emergency Librarian. March/April 1997, Vol. 24 Issue 4, p.38. Situational Leadership: Conversations with Paul Hersey. Schermerhorn, John R Jr. 2001 Center for Leadership Studies, Inc Center for Leadership Studies: www.situational.com Ken Blanchard Companies: www.kenblanchard.com Situational Leadership. Yeakey, George W.. Military Review, Jan/Feb2002, Vol. 82 Issue 1, p72 Great Ideas Revisited. Blanchard, Kenneth H.; Hersey, Paul. Training & Development, Jan96, Vol. 50 Issue 1, p42 So You Want to Know Your Leadership Style? Henry, Paul; Blanchard, Kenneth H.. Training & Development Journal, Feb74, Vol. 28 Issue 2, p22