Leadership

Session8- Situational Approach

Northouse, 5th edition

Overview
Situational Approach Perspective Leadership Styles Developmental Levels How Does the Situational Approach Work?

Framework for Understanding Leadership

Leaders Characteristics and traits Internal & External Environment Leaders Behaviour and style L= f (l, gm, S)

Leadership Effectiveness

Group members Characteristics

Situational Approach Description (Hersey & Blanchard, 1969)

Leaders match their style to the competence and commitment of subordinates Perspective Focuses on leadership in situations Emphasizes adapting style - different situations demand different kinds of leadership Used extensively in organizational leadership training and development

Situational Approach Description, contd (Hersey & Blanchard, 1969)

Definition Comprised of both a Directive dimension & Supportive dimension:
Each dimension must be applied appropriately in a given situation Leaders evaluate employees to assess their competence and commitment to perform a given task

Leadership Styles
Definition Leadership style - the behavior pattern of an individual who attempts to influence others It includes both: Directive (task) behaviors Supportive (relationship) behaviors

Leadership Styles, contd.

Dimension Definitions

Directive behaviors - Help group members in goal achievement via one-way communication through:
Giving directions Establishing goals & how to achieve them Methods of evaluation & time lines Defining roles

Leadership Styles, contd.

Dimension Definitions

Supportive behaviors - Assist group members via two-way communication in feeling comfortable with themselves, coworkers, and situation
Asking for input Problem solving Praising, listening

S1 - Directing Style
S1

Directing

High Directive Low Supportive

Leader focuses communication on goal achievement Spends LESS time using supportive behaviors

S2 - Coaching Style
S2 Leader focuses communication on BOTH goal achievement and supporting subordinates socioemotional needs Requires leader involvement through encouragement and soliciting subordinate input

Coaching
High Directive High Supportive

S3 - Supporting Style
S3

Supporting
High Supportive Low Directive

Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing the task Leader delegates day-today decision-making control, but is available to facilitate problem solving

S4 - Delegating Style
S4 Leader 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

Delegating
Low Supportive Low Directive

Development Levels
Definition The degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity Dimension Definitions
D1 D2 D3 D4 High D4
Developed

Low Competence High Commitment Some Competence Low Commitment Mod-High Competence Low Commitment High Competence High Commitment
Low D1
Developing

D3

Moderate D2

Developmental Level Of Followers

Hersey and Blanchards Situational Leadership Theory

e ss n ng illi dw n ya ilit ab : e ss din a re er w llo Fo

Leader: decreasing need for support and supervision

How Does the Situational Approach Work?

Focus of Situational Approach Strengths Criticisms Application

Situational Approach
Focus Centered on the idea subordinates vacillate along the developmental continuum of competence and commitment Leader effectiveness depends on assessing subordinates 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.

How Does The Situational Approach Work?

Using the SLII model In any given situation the Leader has 2 tasks:
st 1st Task nd 2nd Task

Diagnose the Situation

Identify the developmental level of employee
Ask questions like:

Adapt their Style

To prescribed Leadership style in the SLII model
Leadership style must

-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?

correspond to the employees development level

(High)
S U P P O R T I V E B E H A V I O R

THE FOUR LEADERSHIP STYLES

High Supportive and Low Directive Behavior High Directive and High Supportive Behavior

S3 S4
Low Supportive and Low Directive Behavior DIRECTIVE BEHAVIOR HIGH MODERATE

S2 S1
High Directive and Low Supportive Behavior (High) LOW

(Low)

D4
DEVELOPED

D3

D2

D1
DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

How Does The Situational Approach Work? How Does The Situational Approach Work?
Employees Developmental level
D1

Leaders Leadership style

S1 Directing
High Directive-Low Supportive

Low Competence High Commitment Some Competence Low Commitment

D2

S2 Coaching
High Directive-High Supportive

D3

Mod-High Competence S3 Supporting High Supportive-Low Directive Low Commitment High Competence High Commitment
S4 Delegating
Low Supportive-Low Directive

D4

Subordinates Development Level

Competence: Task, Knowledge and Skills Commitment: Motivation and Confidence

Levels of Development
D1 - Enthusiastic Beginner D2 - Disillusioned Learner D3 - Reluctant Contributor D4 - Peak Performer
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Levels of Development D1
Low Competence, High Commitment

Enthusiastic Beginner

Levels of Development D2 Some Competence, Low Commitment

Disillusioned Learner

Levels of Development D3
Moderate to High Competence, Variable Commitment

Reluctant Contributor

Levels of Development D4 High Competence, High Commitment

Peak Performer

Levels of Development
D1 - Low Competence, High Commitment Enthusiastic Beginner D2 - Some Competence, Low Commitment Disillusioned Learner D3 - Moderate to High Competence, Variable Commitment Reluctant Contributor D4 - High Competence, High Commitment Peak Performer

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Development Level is Task Specific!

(High)
S U P P O R T I V E B E H A V I O R

THE FOUR LEADERSHIP STYLES

High Supportive and Low Directive Behavior High Directive and High Supportive Behavior

S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW

(Low) HIGH

DIRECTIVE BEHAVIOR MODERATE

D4
DEVELOPED

D3

D2

D1
DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

18

Directing
High Directive, Low Supportive Leader Defines Roles of Followers Problem Solving and Decision Making Initiated by the Leader One-way Communication

19

(High)
S U P P O R T I V E B E H A V I O R

THE FOUR LEADERSHIP STYLES

High Supportive and Low Directive Behavior High Directive and High Supportive Behavior

S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW

(Low) HIGH

DIRECTIVE BEHAVIOR MODERATE

D4
DEVELOPED

D3

D2

D1
DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

20

Coaching
High Directive, High Supportive Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions Two-way Communication Control Over Decision Making Remains With the Leader

21

(High)
S U P P O R T I V E B E H A V I O R

THE FOUR LEADERSHIP STYLES

High Supportive and Low Directive Behavior High Directive and High Supportive Behavior

S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW

(Low) HIGH

DIRECTIVE BEHAVIOR MODERATE

D4
DEVELOPED

D3

D2

D1
DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

22

Supporting
High Supportive, Low Directive Focus of Control Shifts to Follower Leader Actively Listens Follower Has Ability and Knowledge to Do the Task

23

(High)
S U P P O R T I V E B E H A V I O R

THE FOUR LEADERSHIP STYLES

High Supportive and Low Directive Behavior High Directive and High Supportive Behavior

S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW

(Low) HIGH

DIRECTIVE BEHAVIOR MODERATE

D4
DEVELOPED

D3

D2

D1
DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

24

Delegating
Low Supportive, Low Directive Leader Discusses Problems With Followers Seeks Joint Agreement on Problem Definitions Decision Making Is Handled by the Subordinate They Run Their Own Show

25

(High)
S U P P O R T I V E B E H A V I O R

THE FOUR LEADERSHIP STYLES

High Supportive and Low Directive Behavior High Directive and High Supportive Behavior

S3 S2 S4 S1
Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior (High) LOW

(Low) HIGH

DIRECTIVE BEHAVIOR MODERATE

D4
DEVELOPED

D3

D2

D1
DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

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What Happens If We Have a Mismatch of Leadership Style With Development Level?

Increasing Follower Development Level

Tell Them What You Want Them to Do Show Them What You Want Them to Do Let Them Try - There Is Some Risk Observe Performance - Focus on the Positive Manage the Consequences

Five Step to Training Winners

Tell Them What You Want to Do Show Them What You Want to Do Let Them Try There is Some Risk Observe Performance Focus on the Positive Manage the Consequences

The Leaders Goal

Build Your Followers Development Level So You Can Start Using Less Time-consuming Styles (S3 and S4) and Still Get High Quality Results. Results

Situational Leadership is not something you do TO people but something you do WITH people.

Strengths
Marketplace approval. Situational leadership is perceived as providing a credible model for training employees to become effective leaders. Practicality. Situational leadership is a straightforward approach that is easily understood and applied in a variety of settings. Prescriptive value. Situational leadership clearly outlines what you should and should not do in various settings.

Strengths, contd.
Leader flexibility. Situational leadership stresses that effective leaders are those who can change their style based on task requirements and subordinate needs. Differential treatment. Situational leadership is based on the premise that leaders need to treat each subordinate according to his/her unique needs.

Criticisms
Lack of an empirical foundation raises theoretical considerations regarding the validity of the approach. Further research is required to determine how commitment and competence are conceptualized for each developmental level. Conceptualization of commitment itself is very unclear. Replication studies fail to support basic prescriptions of situational leadership model.

Criticisms, contd.
Does not account for how particular demographics influence the leadersubordinate prescriptions of the model Fails to adequately address the issue of oneto-one versus group leadership in an organizational setting Questionnaires are biased in favor of situational leadership

Application
Often used in consulting because its easy to conceptualize and apply Straightforward nature makes it practical for managers to apply Breadth of situational approach facilitates its applicability in virtually all types of organizations and levels of management in organizations

Readings List
Hersey, Paul and Blanchard, Kenneth. Management of Organizational Behavior: Utilizing Human Resources (Englewood Cliff, NJ: Prentice Hall, 1982). www.12manage.com/methods_blanchard_situational_leadership.html Blanchard, Kenneth. Recognition and Situational Leadership II Emergency Librarian. March/April 1997, Vol. 24 Issue 4, p.38. Situational Leadership: Conversations with Paul Hersey. Schermerhorn, John R Jr. 2001 Center for Leadership Studies, Inc Center for Leadership Studies: www.situational.com Ken Blanchard Companies: www.kenblanchard.com Situational Leadership. Yeakey, George W.. Military Review, Jan/Feb2002, Vol. 82 Issue 1, p72 Great Ideas Revisited. Blanchard, Kenneth H.; Hersey, Paul. Training & Development, Jan96, Vol. 50 Issue 1, p42 So You Want to Know Your Leadership Style? Henry, Paul; Blanchard, Kenneth H.. Training & Development Journal, Feb74, Vol. 28 Issue 2, p22