"Different situations demand different kinds of leadership"

"To be an effective leader requires that a person adapt his or her style to the demands of different situations"

(Northhouse, 2013, p. 99)

Situational Leadership Theory

Paul Hersey and Ken Blanchard

Leadership has a supportive and directive dimension

Evaluation of worker and the situation is used to determine

leadership style

Typically used in situations where you are leading someone who knows little about the company or task at

hand.

They will require more involvement and directions from the leader.

The follower needs the task or job spelled out with clear direction

Directing

Focuses communication on both achieving goals and meeting

subordinates' socioemotional needs

Leader involves himself or herself by giving encouragement and soliciting

subordinate input

Still requires that the leader make the final decision on the "what" and

"how" of goal accomplishment

COACHING

uses supportive behaviors that bring out the employees' skills around the task to be accomplished

Includes listening, praising, asking for input, and giving feedback

Quick to give recognition and social support to subordinates

Gives subordinates control of day-to-day decisions but remains available to facilitate problem solving

PARTICIPATING

DELEGATING

leader takes a step back and offers less input

workers are given more responsibility for task completion

workers are able and willing to take on delegated tasks

leader takes on role as motivator and builds confidence in workers by handing over decision making

What are development levels?

Development levels indicates subordinates' degrees of competence and commitment that are necessary to accomplish a given task or activity.

●

DEVELOPMENTAL LEVELS

D1 - Employees who are given a new assignment and who are not sure how to do it, but who are excited for a new challenge.

D2 - Employees who have started to learn a new job, but who have lost their initial motivation about the job.

D3 - Employees who have learned the skills for the job, but who are not sure if they can accomplish the job on their own.

D4 - Employees with the highest competence and commitment for a job. They can efficiently accomplish the job on their own.

HOW DOES IT WORK?

Identify level of worker development

Adapt leadership style

Be flexible as development levels and situations change

STRENGTHS OF SITUATIONAL LEADERSHIP

Well known, used in training of effective leaders in successful corporations

Practical - Situational leadership is easily understood and can be used in various settings.

CRITICISMS OF SITUATIONAL LEADERSHIP

Limited published research questions if it is a valid approach in training effective

leaders

Ambiguity of development levels. It is unclear how competence and commitment can define a distinct level of development.Does not take into consideration gender,

age, culture, etc.

REFERENCES

Marion, Russ (2005). Leadership in education: Organizational theory for the practitioner. Long Grove, Ill: Waveland

Press, Inc.

Northouse, P.G. (2013). Leadership theory and practice. (6th edition). Thousand

Oaks,CA: Sage.

INDIVIDUAL QUESTIONS

Visit this URL (http://z.umn.edu/sitlead) and answer

all 4 multiple choice questions!

GOld gROUP MEMBERS

Ashley Gillingham

Jessica McLain

Elodie Steffen

Kyle Sweeney

Alfonso Sintjago

Created for OLPD 5048