OVERVIEW

•WHAT IS SITUATIONAL LEADERSHIP

•LEADERSHIP STYLES

•SITUATIONAL LEADERSHIP MODEL

Leadership Is An attempt to use influence

to motivate individuals to achieve some goals.

1960

Life Cycle Leadership

Developed by Paul Hersey & Ken Blanchard in The Late 1960

1970

Situational Leadership

LEADERS EFFECTIVENESS:

Is related to the leaders traits or behaviors in relation to differing

situational factors

Is Contingent to his ability to modify his management behavior to the level of his subordinates maturity or sophistication

According to situational leadership theoryAccording to the contingency theory of leadership

DEFINITION?

SITUATIONAL LEADERSHIP IS A STYLE IN WICH THE LEADER MUST

ADJUST HIS STYLE TO MATCH THE DEVELOPMENT LEVEL OF THE

FOLLOWERS HE’S LEADING. THE SITUATIONAL LEADERSHIP MODEL

VIEWS LEADERS AS VARYING THEIR EMPHASIS ON TASK AND

RELATIONSHIP BEHAVIORS TO BEST DEAL WITH DIFFERENT LEVEL

OF FOLLOWER MATURITY.

HOW TO DESCRIBE ?

• THIS IS A TERM THAT CAN BE APPLIED GENERICALLY TO A STYLE OF LEADERSHIP

• THIS TERM ALSO REFERS TO A RECOGNIZED AND USEFUL LEADERSHIP MODEL

• IN A SIMPLE TERM, A SITUATIONAL LEADER IS ONE WHO CAN ADAPT DIFFERENT

LEADERSHIP STYLES DEPENDING ON THE SITUATION

• SITUATIONAL LEADERSHIP ALLOWS YOU TO ANALYZE THE NEEDS OF THE

SITUATION YOU’RE DEALING WITH AND THEN ADOPT THE MOST APPROPRIATE

LEADERSHIP STYLE

(KEN BLANCHARD & PAUL HERSEY, 1960)

TWO FUNDAMENTAL CONCEPTS

•LEADERSHIP STYLES

•MATURITY LEVEL OF INDIVIDUAL OR GROUP

LEADERSHIP STYLES THE STYLES LEADER USES

BASED UPON COMBINING LEVEL OF :

DIRECTIVE / TASK BEHAVIOR

• INVOLVES:

• CLEARLY TELLING PEOPLE WHAT TO DO :

• HOW TO DO IT

• WHERE TO DO IT

• WHEN TO DO IT

• AND THEN CLOSELY SUPERVISING THEIR

PERFORMANCE

SUPPORTIVE / RELATIONSHIP BEHAVIOR

• INVOLVES:

• LISTENING TO PEOPLE

• PROVIDING SUPPORT AND ENCOURAGING THEIR

EFFORTS

• FACILITATING THEIR INVOLVEMENT IN PROBLEM

SOLVING AND DECISION MAKING

An Order Providing support/guidance

The leader defines the roles needed to do the job and tells

followers what, where, how, and when to do the tasks.

(Characterize one way communication)

The leader attempts to convince the group by providing social and

emotional support to the individual being convinced. There is two-

way communication

The leader and followers share in decisions about how best to

complete a high-quality job (Make the system more democratic)

The leader provides little specific, close direction or personal

support to followers.

S1- Telling

S2-Selling

S3-Participating

S4-Delegating

FOUR BEHAVIOR OF LEADERSHIP STYLE

SITUATIONAL LEADERSHIP

MODEL

Maturity

Ability

(Task Maturity)

The knowledge, experience, and skill an individual or

group brings to a particular task.

Willingness

(Pshsycological Maturity)

The extent to which an individual or group has the

confidence, commitment, and motivation to

accomplish a specific task.

Implementation:

Leadership Styles Exhibited by

Leader

Followers Maturity &

Development Lavel

Directing/Telling – S1

Emphasize task-oriented behavior and be

very directive and autocratic

High Directive Behavior,

Low Supportive Behavior

“Enthusiastic Begginer”

Low Competence-High Commitment (D1)

Members are new or inexperienced, and need

a lot of help, direction, and encouragement to

get the job done. best describe a new

employee

Coaching/Selling – S2

Provides considerable input about task but

also emphasizes human relations

High Directive behavior,

High Supportive behavior

“Disillusioned Learner”

Some Competence-Low Commitment (D2)

Members are a little more responsible,

experienced, and willing to do the task but do

not have the necessary skills and still lack the

Confidence .

Implementation:

Leadership Styles Exhibited by

leader

Followers Maturity &

Development Lavel

Supporting/Participating –S3

Less direction and more collaboration

Low directive behavior,

High Supportive behavior

“Reluctant Contributor”

Moderate, High Competence-Variable

commitment (D3)

Groups have the ability to do the

job but may be unwilling to start or complete

the task and still lack the experience to make

all decision on their own

Delegating – S4

Delegates responsibility to group members

and simply kept informed of progress

Low directive behavior,

Low supportive behavior

“Peak Performer”

High Competence-High Commitment (D4)

They are self-sufficient and competent and

need little to no direction