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Situational Approach: Theory and Practice Eighth Edition

This chapter discusses situational leadership theory, which proposes that leaders should match their leadership style to the competence and commitment levels of their subordinates. The theory identifies four leadership styles and four development levels that determine the appropriate leadership style. The leader's tasks are to diagnose the situation by assessing subordinates' development levels, and to adapt their style accordingly. The strengths of the theory are its emphasis on leader flexibility and treating individuals differently. Criticisms are that the developmental levels are not fully convincing and that research does not fully support the prescriptions of the model.

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138 views12 pages

Situational Approach: Theory and Practice Eighth Edition

This chapter discusses situational leadership theory, which proposes that leaders should match their leadership style to the competence and commitment levels of their subordinates. The theory identifies four leadership styles and four development levels that determine the appropriate leadership style. The leader's tasks are to diagnose the situation by assessing subordinates' development levels, and to adapt their style accordingly. The strengths of the theory are its emphasis on leader flexibility and treating individuals differently. Criticisms are that the developmental levels are not fully convincing and that research does not fully support the prescriptions of the model.

Uploaded by

Amade Sene
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION

Situational Approach

Chapter 5
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION 2

Situational Leadership (Hersey & Blanchard, 1969)

Summary
Leaders should match their style to the competence
and commitment of subordinates

 Focuses on choosing a leadership style


appropriate for the situation
 Used extensively in organizational leadership
training and development
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION 3

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
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION 4

All leaders should have 4 Leadership Styles:


S1 – S4
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION 5

Development Levels
Definition Dimension Definitions
Low Competence
The degree to which D1 High Commitment
subordinates have the Some Competence
competence and D2 Low Commitment

commitment necessary Moderate-High Competence


D3 Low Commitment
to accomplish a given
task or activity High Competence
D4 High Commitment

High Moderate Low


D4 D3 D2 D1
Developed Developing
Developmental Level of Followers
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
The Developmental Level of the Follower
Determines the Appropriate Leadership Style
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION 7

How Does The Situational Approach Work?


In any given situation Leaders have 2 tasks:
1st Task 2nd Task
Diagnose the Situation Adapt their Style
Identify the developmental level of • The leadership style must
employee correspond to the
Ask questions like: employee’s development
• What is the task subordinates level
are being asked to perform?
• How complicated is it?
• What is their skill set?
• How motivated are they to do
the job?
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION 8

Strengths

 Emphasizes Leader Flexibility.

 Leaders should change their style based on


task requirements and subordinate needs.
 Emphasizes Differential Treatment.

 Leaders need to treat each subordinate


according to his/her unique needs.
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION 9

Semi-Strengths

 Marketplace Approval.

 Consultants often promote situational leadership as


providing a credible model for training managers to
become effective leaders.

 Relative Clarity.

 Situational leadership clearly states what a leader


should and should not do in various settings.
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION 10

Criticisms
 Developmental levels aren’t convincing.
 Why should motivational levels go down
when competence goes up?
 Competence levels only progress
continuously for people doing routine tasks.
• Example: House painting
• Not true when technology or job requirements are
changing.
 Most people would say they need support
depending on the task requirements, the
relational context, and their life situation.
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION 11

Criticisms
 Research fails to support the basic
prescriptions of the model.
 Situational leadership assessments of
leadership effectiveness may classify
effective leaders as ineffective if they tend to
use the same style across situations (e.g. high
task, high relationship).
LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION 12

Biblical Reflection
 Love requires that we know and understand
the situation of those whom we lead.

This is my prayer: that your love may abound


more and more in knowledge and depth of
insight.
Philippians 1:9

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