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Hersey and Blanchard Situational Leadership analysis
Observations about Situational Leadership
Situational approach to leadership
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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
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
Hersey, P. & Blanchard, K. (n.d.) Situational Leadership. In Wren, J.T. (Ed.). (1995). The Leader’s Companion (pp. 207-211). New York: Simon & Schuster.
Avolio, B. J. (2007, Jan 1). Promoting more Integrative Strategies for Leadership Theory Building. American Psychologist, pp. 25-33.
Contingency leadership theories attempt to define leadership style, the situation, and answer the if-then contingencies. Situational leadership theory is a contingency theory that focuses on followers’ readiness: the extent to which people have the ability and willingness to accomplish a specific task. Path-goal theory states that it is the leader’s job to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization or group goals. Each theory was developed as a separate model for leaders to determine which leadership style to use in different contexts or situations. However, both models can be related to each other and may be even more effective when used together. Effective leaders will recognize that they must adjust their styles and behaviors according to their followers and the environment. By accurately assessing their team’s stage while minimizing redundancies in the environmental structure leaders can improve their team’s performance and satisfaction.
Situational leadership is a theory which was designed in 1969 by Paul Hersey and Ken Blanchard. The “contingency theories of leadership” states that a leader’s effectiveness is dependent on their behaviours in relation to different situational factors. Thus, situational leadership theory, relates to how a leader 's effectiveness is depend on their ability to adjust their leadership behaviour to the required level of the “followers” capability or if the situation is modified.
Giltinane (2013) identifies three leadership styles. The first is transactional leadership in which a leader is controlling and functions in a reward and punishment environment. In transactional leadership style, leaders give little room for employees to express ingenuity. Decisions are passed laterally from top down and the form of leadership is to stress obedience rather than loyalty. Transactional leadership is closely related to autocratic style (Giltinane, 2013).
The situational leadership theory states that leaders use different styles and strategies depending on the situation. There are two models that support this theory. The Fiedler’s Contingency Model of Leadership Effectiveness states that an “effective leadership occurs only when there is an ideal match between the leader’s style and the group’s work situation” (pg
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
Hoy, W. K., & Tarter, C. J. (2010). A Theory of Leadership: A Situational Approach. Retrieved January 28, 2014, from http://www.waynekhoy.com/pdfs/theory_of_leadership.pdf
Sims Jr., H. P., Faraj, S., & Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, 52, 149-158. DOI: 10.1016/j.bushor.2008.10.002
It holds that various situations require different leadership styles to result in effective outcomes. According to this school of thought, it is the assessment of the competence, as well as the commitment of the leader’s subjects that makes the whole practice a success. As a result, a leader should access the two factors before deciding on either directive or supportive form of management.
Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).
Leadership Theories and Studies. (2009). In Encyclopedia of Management. Retrieved July 20, 2011 from http://www.highbeam.com/doc/1G2-3273100155.html
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
The Situational Theories of leadership explain how leadership style must be tailored to the demands of the task and the qualities of subordinates.