session8_ld11_situationlt

7/29/2019 Session8_LD11_SituationLT

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Leadership

Northouse, 5th edition

Session8- Situational Approach


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Situational Approach Perspective Leadership Styles

Developmental Levels

How Does the Situational Approach Work?

Overview


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Framework for Understanding

Leadership

Internal &

External

Environment

Leaders

Characteristics

and traits

Group members

Characteristics

Leaders

Behaviour

and styleLeadership

Effectiveness

L= f (l, gm, S)


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Situational Approach Description

(Hersey & Blanchard, 1969)

Focuses on leadership in situations

Emphasizes adapting style - different

situations demand different kinds ofleadership

Used extensively in organizationalleadership training and development

PerspectivePerspective

PerspectivePerspective

Leaders match their style to the competence and

commitment of subordinates


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Situational Approach Description,

contd (Hersey & Blanchard, 1969)

DefinitionDefinition

DefinitionDefinition

Comprised of both aDirectivedimension& Supportivedimension: Each dimension must be applied

appropriately in a given situation Leaders evaluate employees to assess

their competence and commitment toperform a given task


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Leadership style - the behavior pattern

of an individual who attempts to

influence others

It includes both:

Directive (task) behaviors

Supportive (relationship) behaviors

Definition

Definition

Leadership Styles


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Leadership Styles, contd.

Dimension DefinitionsDimension Definitions

Directive behaviors - Help group

members in goal achievement viaone-way communication through:

Giving directions

Establishing goals & how to achieve them

Methods of evaluation & time lines

Defining roles


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Leadership Styles, contd.

Dimension DefinitionsDimension Definitions

Supportive behaviors - Assist

group members via two-waycommunication in feelingcomfortable with themselves, co-workers, and situation

Asking for input

Problem solving

Praising, listening


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S1 - Directing Style

Leader focuses

communication on goal

achievementSpends LESStime using

supportive behaviors

Directing

HighDirectiveLow Supportive

S 1


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S2 - Coaching Style

Leader focuses

communication on BOTH

goal achievement and

supporting subordinatessocioemotional needs

Requires leader involvement

through encouragement and

soliciting subordinate input

CoachingCoachingHigh Directive

High Supportive

S 2


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S3 - Supporting Style

Leader does NOTfocussolely on goals; usessupportive behaviors tobring out employee skillsin accomplishing the task

Leader delegates day-to-day decision-makingcontrol, but is availableto facilitate problemsolving

SupportingSupporting

High Supportive

Low Directive

S 3


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S4 - Delegating Style

Leader offers LESStaskinput and social support;facilitates subordinates

confidence and motivationin relation to the task

Leader lessensinvolvement in planning,control of details, and goal

clarificationGives subordinates control

and refrains fromintervention and unneededsocial support

DelegatingDelegating

LowSupportiveLow Directive

S 4S 4


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Development Levels

The degree to which

subordinates have

the competence and

commitmentnecessary to

accomplish a given

task or activity

DefinitionDefinition Dimension DefinitionsDimension Definitions

D1LowCompetence

High Commitment

D2

Some Competence

LowCommitment

D3Mod-High Competence

LowCommitment

D4

High Competence

High Commitment

D4 D3 D2 D1

Developed Developing

High Moderate Low

Developmental Level Of Followers


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Hersey and Blanchards

Situational Leadership Theory

Follower

readine

ss:abilit

yandwi

llingn

ess

Follower

readine

ss:abilit

yandw

illing

ness

Leader: decreasing need for support andLeader: decreasing need for support and

supervisionsupervision


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How Does the

Situational Approach

Work?

Focus of Situational Approach

Strengths

Criticisms Application


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Situational Approach

Centered on the ideasubordinatesvacillatealongthe developmental continuum

of competence andcommitment

Leader effectivenessdepends on -

assessingsubordinatesdevelopmental position, and

adaptinghis/her leadershipstyle to match subordinatedevelopmental level

FocusFocusFocusFocus

The Situational

approach

requires leadersto demonstrate

a strong degree

of flexibility.


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11stst TaskTask11stst TaskTask 22ndnd TaskTask22ndnd TaskTask

Diagnose the Situation

Identify the developmentallevel of employee

Ask questions like:

-What is the tasksubordinates are being

asked to perform?

- How complicated is it?

-What is their skill set?

- Do they have the desire

to complete the job?

Using the SLII model

In any given situation the Leader has 2 tasks:

Adapt their Style To prescribed Leadershipstyle in the SLII model

Leadership style mustcorrespond to theemployees

development level

How Does The Situational Approach Work?


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8

S3

S1S4

S2

Low Supportive and

Low Directive

Behavior

High Directive and

Low Supportive

Behavior

High Directive and

High Supportive

Behavior

High Supportive and

Low Directive

Behavior

DEVELOPMENT LEVEL OF FOLLOWER(S)

DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

S

U

P

P

OR

T

I

V

E

BE

H

A

V

I

O

R


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Employees

Developmental level

Employees

Developmental level

D1 LowCompetence

High Commitment

D2 Some Competence

LowCommitment

D3 Mod-High Competence

LowCommitment

D4 High Competence

High Commitment

Leaders

Leadership style

Leaders

Leadership style

S1 DirectingHigh Directive-Low Supportive

S2 CoachingHigh Directive-High Supportive

S3 SupportingHigh Supportive-Low Directive

S4 DelegatingLow Supportive-Low Directive

How Does The Situational Approach Work?How Does The Situational Approach Work?


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9

SubordinatesDevelopment Level

Competence: Task, Knowledge and Skills

Commitment: Motivation and Confidence


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15

Levels of Development

D1 - Enthusiastic Beginner

D2 - Disillusioned Learner

D3 - Reluctant Contributor

D4 - Peak Performer


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D1Low Competence, High Commitment

Enthusiastic BeginnerEnthusiastic Beginner


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D2Some Competence, Low Commitment

Disillusioned LearnerDisillusioned Learner


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D3Moderate to High Competence,

Variable Commitment

Reluctant ContributorReluctant Contributor


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D4

High Competence, High Commitment

Peak PerformerPeak Performer


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15


D1 - Low Competence, High Commitment EnthusiasticBeginner

D2 - Some Competence, Low Commitment DisillusionedLearner

D3 - Moderate to High Competence, Variable CommitmentReluctant Contributor

D4 - High Competence, High Commitment PeakPerformer


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Development Level

isTask Specific!


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18

S3

S1S4

S2

Low Supportive and

Low Directive

Behavior

High Directive and

Low Supportive

Behavior

High Directive and

High Supportive

Behavior

High Supportive and

Low Directive

Behavior


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

S

U

P

P

OR

T

I

V

E

B

E

H

A

V

I

O

R



HIGH LOWMODERATE

D4 D1D2D3


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19

Directing

High Directive, Low Supportive

Leader Defines Roles of Followers

Problem Solving and Decision MakingInitiated by the Leader

One-way Communication


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20DEVELOPMENT LEVEL OF FOLLOWER(S)

S3

S1S4

S2

Low Supportive and

Low Directive

Behavior

High Directive and

Low Supportive

Behavior

High Directive and

High Supportive

Behavior

High Supportive and

Low Directive

Behavior


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

S

U

P

P

OR

T

I

V

E

B

E

H

A

V

I

O

R


HIGH LOWMODERATE

D4 D1D2D3


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21

Coaching

High Directive, High SupportiveLeader Now Attempts to Hear Followers

Suggestions, Ideas, and Opinions

Two-way CommunicationControl Over Decision Making Remains

With the Leader



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22

S3

S1S4

S2

Low Supportive and

Low Directive

Behavior

High Directive and

Low Supportive

Behavior

High Directive and

High Supportive

Behavior

High Supportive and

Low Directive

Behavior


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

S

U

P

P

OR

T

I

V

E

B

E

H

A

V

I

O

R



HIGH LOWMODERATE

D4 D1D2D3


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23

Supporting

High Supportive, Low Directive

Focus of Control Shifts to Follower

Leader Actively Listens

Follower Has Ability and Knowledge toDo the Task



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24

S3

S1S4

S2

Low Supportive and

Low Directive

Behavior

High Directive and

Low Supportive

Behavior

High Directive and

High Supportive

Behavior

High Supportive and

Low Directive

Behavior



HIGH LOWMODERATE

D4 D1D2D3


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

S

U

P

P

OR

T

I

V

E

B

EH

A

V

I

O

R


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25

Delegating

Low Supportive, Low Directive

Leader Discusses Problems WithFollowers

Seeks Joint Agreement on ProblemDefinitions

Decision Making Is Handled by theSubordinate

They Run Their Own Show



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26

S3

S1S4

S2

Low Supportive and

Low Directive

Behavior

High Directive and

Low Supportive

Behavior

High Directive and

High Supportive

Behavior

High Supportive and

Low Directive

Behavior



HIGH LOWMODERATE

D4 D1D2D3


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

S

U

P

P

OR

T

I

V

E

B

EH

A

V

I

O

R


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What Happens If We Have aMismatch of Leadership Style

With Development Level?


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Tell Them What You Want Them to DoTell Them What You Want Them to Do

Show Them What You Want Them to DoShow Them What You Want Them to Do

Let Them Try - There Is Some RiskLet Them Try - There Is Some Risk Observe Performance - Focus on the PositiveObserve Performance - Focus on the Positive

Manage the ConsequencesManage the Consequences

Increasing FollowerIncreasing Follower

Development LevelDevelopment Level


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Tell Them What You Want to DoTell Them What You Want to Do

Show Them What You Want to DoShow Them What You Want to Do

Let Them Try There is Some RiskLet Them Try There is Some Risk Observe Performance Focus on the PositiveObserve Performance Focus on the Positive

Manage the ConsequencesManage the Consequences

Five Step to Training WinnersFive Step to Training Winners


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The Leaders Goal

Build Your Followers Development Level SoBuild Your Followers Development Level SoYou Can Start Using Less Time-consumingYou Can Start Using Less Time-consuming

StylesStyles

(S3 and S4) and Still Get High Quality Results(S3 and S4) and Still Get High Quality Results.


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Situational Leadership is not something

you do TO people but something you do

WITH people.


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Strengths

Marketplace approval. Situational leadership isperceived as providing a credible model fortraining employees to become effective leaders.

Practicality. Situational leadership is astraightforward approach that is easily understoodand applied in a variety of settings.

Prescriptive value. Situational leadership clearlyoutlines what you should and should not do invarious settings.


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Strengths, contd.

Leader flexibility. Situational leadershipstresses that effective leaders are those whocan change their style based on taskrequirements and subordinate needs.

Differential treatment. Situational leadership isbased on the premise that leaders need to treat

each subordinate according to his/her uniqueneeds.


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Criticisms

Lack of an empirical foundation raisestheoretical considerations regarding thevalidityof the approach.

Further research is required to determine howcommitmentand competenceareconceptualized for each developmental level.

Conceptualizationof commitment itself is very

unclear.

Replication studies failto support basicprescriptions of situational leadership model.


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Criticisms, contd.

Does notaccount for how particular

demographics influence the leader-

subordinate prescriptions of the model

Fails toadequatelyaddress the issue of one-

to-one versus group leadership in an

organizational setting

Questionnaires are biased infavorof

situational leadership


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Application

Often used in consultingbecause its easy toconceptualize and apply

Straightforward nature

makes it practical formanagers to apply

Breadth of situationalapproach facilitates itsapplicability in virtually alltypes of organizations andlevels of management inorganizations


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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

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