1 situational approach
TRANSCRIPT
Situational Leadership
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How Does the Situational Approach work
Developmental Levels
Leadership Styles
Situational Leadership II (SLII) Model
Situational Approach
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Perspective
“Leaders match their style to the competence and commitment of subordinates”
Different situations demand different kinds of leadership ( adapting-style)
Focuses on leadership in situations
Called the Situational Leadership II(SLII) Model
Paul Hersey
Low HighDirective Behavior
High
Supp
ortiv
e Be
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or
1- L
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p st
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Beha
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Situational Leadership II (SLII) Model:Shapes on Behavioral Patterns
Establishing goals & how to achieve themMethods of evaluation & time linesDefining roles
Directive behaviors
Low HighDirective Behavior
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High
Supp
ortiv
e Be
havi
or
Low
Supportive behaviors
Development Levels
The degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity
Definition Dimension Definitions
D1Low CompetenceHigh Commitment
D2Some CompetenceLow Commitment
D3Mod-High CompetenceLow Commitment
D4High CompetenceHigh Commitment
D4 D3 D2 D1Developed Developing
High Moderate Low
Developmental Level Of Followers
Behavior pattern of an individual who attempts to influence others.
Directing
High DirectiveLow Supportive
S 1
SupportingHigh SupportiveLow Directive
S 3
Delegating
Low SupportiveLow Directive
S 4
High
Low HighDirective Behavior
Supp
ortiv
e Be
havi
orCoaching
High DirectiveHigh Supportive
S 2
S1 – Directing/Telling Style
Leader focuses communication on goal achievement
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Low CompetenceHigh Commitment
Spends LESS time using supportive behaviors
Leader focuses communication on :BOTH goal achievement and supporting subordinates’ socio-emotional needs
Requires leader involvement through encouragement and soliciting subordinate input
S2 – Coaching/Selling Style
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Some CompetenceLow Commitment
S3 - Supporting Style
Leaders does NOT focus solely on goals, they use supportive behaviors to bring out employee skills in accomplishing the task
Leader delegates day-to-day decision-making control, but is available to facilitate problem solving
Mod-High CompetenceLow Commitment
S4 - Delegating StyleLeader offers LESS task input and social support; facilitates subordinates’ confidence and motivation in relation to the task
Leader lessens involvement in planning, control of details, and goal clarification
Gives subordinates control and refrains from intervention and unneeded social support
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Leader effectiveness depends on: Assessing subordinate’s developmental position, and Adapting his/her leadership style to match subordinate
developmental level
“The Situational approach requires leaders to demonstrate a strong degree of flexibility.”
Subordinates vacillate along the developmental continuum of competence and commitment
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How Does the Situational Approach Work?
How Does the Situational Approach Work?
1st TaskDiagnose the Situation Identify the developmental level of employee
• Ask questions like:- What is the task subordinates
are being asked to perform? - How complicated is it?- What is their skill set?- Do they have the desire to
complete the job?
2nd Task Adapt their Style To prescribed Leadership style in the SLII model
• Leadership style must correspond to the employee’s development level
Strengths
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StrengthsLeader flexibility
Differential treatment
G
Criticisms
Further research is required to determine how commitment and competence are conceptualized for each developmental level.
Replication studies fail to support basic prescriptions of situational leadership model
validity
Questionnaires are biased in favor of situational leadership
CriticismsDemographics
Group leadership
Application
Straightforward nature makes it practical for managers to apply
Consulting
Breadth of situational approach facilitates its applicability in virtually all types of organizations and levels of management in organizations
Application
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