CIL_DB5
LDR 6302, Current Issues in Leadership 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
5. Differentiate how the situational leadership model and the normative decision model impact leadership effectiveness. 5.1 Identify useful skills for implementing the situational leadership model and the normative
decision model. 5.2 Explain the differences between the situational leadership model and the normative decision
model.
Required Unit Resources In order to access the following resources, click the links below. Blanchard, K. (2008). Situational leadership. Leadership Excellence Essentials, 25(5), 19.
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=31950744&site=ehost-live&scope=site
Elmansy, R. (n.d.). Vroom-Yetton-Jago: Deciding how to decide. http://www.designorate.com/vroom-yetton-
jagohow-to-decide/ Hersey, P. (2009). Situational leaders. Leadership Excellence Essentials, 26(2), 12.
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi n.aspx?direct=true&db=bth&AN=36964103&site=ehost-live&scope=site
Lunenburg, F. C. (2010). Models of decision making.
http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C%20Mo dels%20of%20Decision%20Making%20Focus%20V4%20N1%202010.pdf
Unit Lesson Situational Leadership Model: Leadership Style, Follower Maturity, Follower Motivation The Hersey-Blanchard Situational Leadership Model (SLM) was developed by Dr. Paul Hersey and Ken Blanchard (“Hersey-Blanchard Situational Leadership Theory,” n.d.). As we learned previously, leadership actions are based on the situation, and no two situations are alike. If we remember, corporate America has thousands of businesses in hundreds of industries, all with their own challenges, and no two are alike. There is now a model that can assist you in determining the correct leadership style to implement to achieve quality end results with your followers. The model addresses three major components: follower maturity, follower motivation, and the correct leadership style to use to get the desired behavior. Looking at the diagram below, we see that the model is divided into four quadrants (S1–S4). Along the horizontal axis is task behavior, and along the vertical axis is relationship behavior; both behavior types are measured from high to low. Flowing though the quadrants are the leadership styles to be used: delegate, participate/support, sell/coach, and direct/tell. Each action relates to follower maturity and motivation levels, which are specified in the horizontal box on the bottom (M1–M4), with corresponding maturity levels (“Hersey- Blanchard Situational Leadership Theory,” n.d.).
UNIT V STUDY GUIDE
Leadership Models
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For example, if you are the manager of a local sporting goods store, and you notice that one of your employees does not handle customers well, makes tasteless jokes, and has little motivation to complete his or her work, how do you handle this individual? Someone who is not very mature and not highly motivated would require you to engage in a more directive type of leadership style. Basically, you would direct actions and then follow-up to ensure that they are completed correctly. As a leader, you know this is very time-consuming. The correct leadership style to use here would be an S4 based on M1 (maturity).
• M-1, D-1 (willingness to work), R-1 (readiness): This represents basic incompetence or unwillingness in doing the task.
• M-2, D-2, R-2: This is the inability to do the task but a willingness to do so.
• M-3, D-3, R-3: This represents competence in doing the task but not having confidence that the task can get completed.
• M-4, D-4, R-4: This is when a group is ready, willing, and able to do the task (“Hersey-Blanchard Situational Leadership Theory,” n.d.).
Note: There are many iterations of the model using D, M, R. They all have the same end definitions even though they are dealing with maturity, willingness to work (D1-4), and readiness (R1-4).
The diagram depicts the Hersey-Blanchard SLM.
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The takeaway from the model is that it is used as a tool for the leader to address the situation and determine the type of leadership style to use. One point not covered by the model is that the leader knows his or her people based on maturity level and who falls within each quadrant. Situational Leadership Mini Case: Application You have been appointed as the new program mission director (PMD) in your organization and have been assigned the responsibility of bringing together five different functional areas (engineering, research and development, technological support, logistics management, and finance) to design and implement a new mission directive. Your team is comprised of people from diverse backgrounds and cultures and diverse levels of work background and experience. The team is eager to begin work to develop and implement the new initiative. Things to consider are listed below:
1. As the new PMD, where do you start? 2. What type of leadership style do you use with this team: delegate, support, coach, or direct? Why? 3. Do you get fully involved in the design and implementation, or do you just facilitate? 4. After six months, you lose three of your team members due to promotions and moves within the
organization. They are replaced with other individuals from those specific functional areas. What actions do you take?
5. Upon the first review of the mission directive, you see some shortfalls in the design and structure based on your experience. What leadership actions do you take here?
6. What areas of the SLM would you use in each specific incident (S1, S2, S3, or S4)? 7. How do you determine your follower readiness and maturity?
The SLM deals with the leader’s style and the employee’s motivation and maturity level. All of these are based on the task and situation. Let’s transition now to the Vroom-Yetton Decision Model. Now, this model is more complex because it involves a decision-making tree; however, the value of the model is that it takes into account if the leader makes the decision or if the leader involves the follower in the process. Vroom-Yetton Normative Decision Model: Solo Decision or Follower Involvement Decision-making processes: This model focuses on who should make the decision—the leader or the follower (in conjunction with the leader or as a group). The model is comprised of five decision-making styles that range from autocratic to group collaboration (Elmansy, n.d.). The progression of the model addresses the leader’s style. Note: There is no right answer. The process begins by defining if you are a leader who wants to control autocratically or if you are a leader who wants to allow group interaction and group assessment with a final leader determination of the selected response to the situation. As you will note, it begins with being autocratic and filters to delegation. The chart below provides an excellent description of each step in the Vroom-Yetton Normative Decision Model and the decision that must be made—self or group. Now that the leadership styles and content are defined, here are the critical questions that must be asked as the leader progresses through the decision-making model tree. The chart below outlines the steps a leader may take when making a decision. The description again outlines what each type is and the components of that type of leadership action. When this model is compared to the yes/no Vroom-Yetton decision tree, you can see that different levels of decision-making are made during different stages. In other words, there might be a cornucopia of A1, A2, C1, and G2 along the way. Then again, depending on the leader, it might just be A1 throughout the tree. Reflect back to earlier units, leadership theories, and the situation. While looking at the decision tree, ask yourself: What type of leader am I?
Types of Leaders
Step Description
Step 1:
Autocratic Type 1 (AI): The leader takes control of the decision-making process by determining the process, initiatives, and direction. Additionally, he or she takes full responsibility and action for the decision (Elmansy, n.d.; Leadership Toolbox, n.d.).
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Autocratic Type 2 (AII): The leader gathers information from his or her staff and assembles it for his or her decision. Note: The decision is fully autocratic without outside influence (Elmansy, n.d.; Leadership Toolbox, n.d.).
Step 2:
Consultative Type 1 (CI): The leader decides to consult individual members in the organization. This can include any personnel, such as be production managers, staff members, subject matter experts, and legal counsel. The leader shares a problem with selected subject matter experts and individuals with previous experience in the area. The group provides perspective and input so the leader can make the decision. Note: The decision is still in the hands of the leader.
Step 3:
Consultative Type 2 (CII): The leader determines that the decision process will be shared with a group through consultation (Elmansy, n.d.). This process is similar to CI; however, the leader’s decision does not have to have full follower influence.
Step 4:
Group-Based Type 2 (GII): At this juncture, the leader decides to fully delegate the decision process to a trusted group of followers and emphasizes brainstorming. The leader shares the framework of the problem with the group. The group brainstorming process begins, and the group frames out a rational solution and plan. The leader accepts the solution and plan as outlined.
Determining the style: The Vroom-Yetton Normative Decision Model uses seven factors to determine which style to use. These factors, although formatted as questions on the webpage below, are presented in the form of a decision tree, which provides the final outcome. If you want to learn more, the optional link below allows you to observe the seven factors and the decision tree. These questions are answered in a yes/no format. In order to access the resource, click the link below: Mind Tools. (n.d.) The Vroom-Yetton Decision Model: Deciding how to decide. Mind Tools.
https://www.mindtools.com/pages/article/newTED_91.htm Reflection: This is a complex process that comprises many decisions by the leader before the problem is addressed. Do I handle this by myself, or do I use a group? Like any other model, framework, outline, or set of factors, the more experience you have, the greater your knowledge will be, and your application will be that much more effective. The decision is yours in the end. Determine a leadership style based on a member’s maturity level and commitment and if you need to delegate, participate, sell, or tell. Do I solve the problem by myself or involve others? Then, draw out a decision tree based on the factors.
References Elmansy, R. (n.d.). Vroom-Yetton-Jago: Deciding how to decide. http://www.designorate.com/vroom-yetton-
jagohow-to-decide/
Leadership-Central. (n.d.). Hersey-Blanchard Situational Leadership Theory. http://www.leadership- central.com/situational-leadership-theory.html#axzz4N5G62dlW
Leadership Toolbox. (n.d.). Leadership styles: Being the type of leader your team needs you to be.
http://www.leadership-toolbox.com/leadership-styles.html
Suggested Unit Resources In order to access the following resource, click the link below. This next brief video covers the different leadership styles introduced in the Unit V Lesson. Taylor Study Method. (2012, July 6). EPPP study video - Vroom and Yetton's (1978) normative model of
leadership [Video]. YouTube. https://www.youtube.com/watch?v=ZCALZ3QXkFw