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Leader Models

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Introduction

The purpose of this paper is to conduct a literature review of Hersey and Blanchard’s leadership theory and model. The researcher will provide a brief description of the major points of the situation leadership theory/model. Also, the researcher will highlight the efficacy of the theory/model in its approach to leadership. Finally, the researcher will discuss the strengths and weaknesses of the theory/model.

Major Points of the Situational Leadership Model

According to Hambleton and Gumpert (1982) the Hersey and Blanchard’s Situational Leadership Theory is used to help leaders influence the behavior of others to be effective in their interaction with others. Cairns, Hollenback, Preziosi, and Snow (1998) states the situational leadership theory basic assumption is leader task and relationship behaviors are moderated by the level of follower readiness. In addition, the level of the follower readiness changes the amount of the leader task and relationship behavior should change to match the level of follower readiness (Cairns, Hollenback, Preziosi, & Snow, 1998). Hersey and Blanchard’s Situational theory implies that leaders should use more than one leadership style in order to be successful leaders. Also, the leadership style used by the leaders should be based on the present task (McLaurin, 2006).

Irgens (1995) identifies 4 quadrants of Hersey and Blanchard’s model as democratic, autocratic, laissez-faire, and charismatic which represents the four leadership styles. Furthermore, Irgens (1995) states directive and supportive behavior are 2 independent components of a leader’s behavior. Directive behavior is defined by Irgens (1995) as a leader who has total control over the decision-making process, det...

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McLaurin, J. (2006). The role of situation in the leadership process: A review and application.

Academy of Strategic Management Journal, 5, 97-114. Retrieved from http://search. proquest.com.libproxy.edmc.edu/docview/215101905?account-34899

Papworth, M., Miline, D., & Boak, G. (2009). An exploratory content analysis of situational

leadership. The Journal of Management Development, 28(7), 593-606. Retrieved from http://search.proquest.com.libproxy.edmc.edu/docview/216354663?accountid=34899

Pearce, C., Sims, H., Cox, J., & Ball, G. (2003). Transactors, transformers and beyond: A multi-

method development of a theoretical typology of leadership. The Journal of Management Development, 22(4), 273-307. Retrieved from http://search.proquest.com.libproxy.edmc. edu/docview/216300147?accountid=34899
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