"Different situations demand different kinds of leadership"
"To be an effective leader requires that a person adapt his or her style to the demands of different situations"
(Northhouse, 2013, p. 99)
Situational Leadership Theory
Paul Hersey and Ken Blanchard
Leadership has a supportive and directive dimension
Evaluation of worker and the situation is used to determine
leadership style
Typically used in situations where you are leading someone who knows little about the company or task at
hand.
They will require more involvement and directions from the leader.
The follower needs the task or job spelled out with clear direction
Directing
Focuses communication on both achieving goals and meeting
subordinates' socioemotional needs
Leader involves himself or herself by giving encouragement and soliciting
subordinate input
Still requires that the leader make the final decision on the "what" and
"how" of goal accomplishment
COACHING
uses supportive behaviors that bring out the employees' skills around the task to be accomplished
Includes listening, praising, asking for input, and giving feedback
Quick to give recognition and social support to subordinates
Gives subordinates control of day-to-day decisions but remains available to facilitate problem solving
PARTICIPATING
DELEGATING
leader takes a step back and offers less input
workers are given more responsibility for task completion
workers are able and willing to take on delegated tasks
leader takes on role as motivator and builds confidence in workers by handing over decision making
What are development levels?
Development levels indicates subordinates' degrees of competence and commitment that are necessary to accomplish a given task or activity.
●
DEVELOPMENTAL LEVELS
D1 - Employees who are given a new assignment and who are not sure how to do it, but who are excited for a new challenge.
D2 - Employees who have started to learn a new job, but who have lost their initial motivation about the job.
D3 - Employees who have learned the skills for the job, but who are not sure if they can accomplish the job on their own.
D4 - Employees with the highest competence and commitment for a job. They can efficiently accomplish the job on their own.
HOW DOES IT WORK?
Identify level of worker development
Adapt leadership style
Be flexible as development levels and situations change
STRENGTHS OF SITUATIONAL LEADERSHIP
Well known, used in training of effective leaders in successful corporations
Practical - Situational leadership is easily understood and can be used in various settings.
CRITICISMS OF SITUATIONAL LEADERSHIP
Limited published research questions if it is a valid approach in training effective
leaders
Ambiguity of development levels. It is unclear how competence and commitment can define a distinct level of development.Does not take into consideration gender,
age, culture, etc.
REFERENCES
Marion, Russ (2005). Leadership in education: Organizational theory for the practitioner. Long Grove, Ill: Waveland
Press, Inc.
Northouse, P.G. (2013). Leadership theory and practice. (6th edition). Thousand
Oaks,CA: Sage.
INDIVIDUAL QUESTIONS
Visit this URL (http://z.umn.edu/sitlead) and answer
all 4 multiple choice questions!
GOld gROUP MEMBERS
Ashley Gillingham
Jessica McLain
Elodie Steffen
Kyle Sweeney
Alfonso Sintjago
Created for OLPD 5048