Situational leadership is the ability to lead or manage a team based on the behavior or readiness level of the employee. The reason situational leadership is effective is because there are different ways to influence each employee based on how the employee is responding to the organization or the employees behavior. Situational leadership theory structures the leadership style to the readiness level of the employee. According to the text in Management of Organizational Behavior the readiness level is defined as, “ the extent to which the follower demonstrates the ability and willingness to accomplish a specific task” (Hersey, Blanchard, and Johnson, 2008). Situational leadership includes four different leadership styles, which are directly related to four different readiness levels.
There are four different readiness levels and the levels are defined as R1, R2, R3 and R4. Each level reflects the performance readiness of an employee. According to Management of Organizational Behavior, “the two major components of performance readiness are ability and willingness. Ability is the demonstrated knowledge, experience, and skill that an individual or group brings to a particular task” (Hersey et al, 2008). The willingness level is defined as, “the extent to which an individual or group had demonstrated confidence, commitment, and motivation to accomplish a specific task” (Hersey et al, 2008). Therefore, the leader can determine the best leadership style based on the readiness level, which is based on ability and willingness.
According to Management of Organizational behavior the four different readiness levels are defined as, “Performance readiness level 1 (R1). Unable and insecure. The follower is una...
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...or this style include collaborating, facilitating, and committing” (Hersey et al, 2008). The final leadership style is an S4, which is defined as “delegating”. According to the text the S4 style of leadership includes, “observing and monitoring” (Hersey et al, 2008).
Each leadership style is matched up to the follower’s behaviors. For instance, and R1 is someone who is unable, insecure, lacks confidence, unable and unwilling and this is why the telling styling of leadership would work best for this follower. Someone who is an R1 needs a lot of direction and support. Therefore, each situational leadership style matches how the employee behaves within their job function.
Each person response differently to tasks and if a leader is able to use performance indicator as tool to shape their leadership style the leader will be more successful as a leader.
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