1 situational approach

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

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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

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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

http://ipdbelize.com/wp-content/uploads/2013/09/delegation.jpg

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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