Questions...

Chapter 5: Situational Approach

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Leadership Styles

 Leadership style - the behavior pattern of an individual who attempts to influence others

It includes both:  Directive (task) behaviors  Supportive (relationship) behaviors

Definition

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

 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

Dimension Definition

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Leadership Styles

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Leadership Styles

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

Dimension Definitions

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

S1 - Directing Style

 Leader focuses communication on goal achievement

 Spends LESS time using supportive behaviors

 Leader focuses communication on goal achievement

 Spends LESS time using supportive behaviors

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

S2 - Coaching Style

 Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs

 Requires leader involvement through encouragement and soliciting subordinate input

 Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs

 Requires leader involvement through encouragement and soliciting subordinate input

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

S3 - Supporting Style

 Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing tasks

 Leader delegates day-to-day decision-making control but is available to facilitate problem solving

 Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing tasks

 Leader delegates day-to-day decision-making control but is available to facilitate problem solving

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

S4 - Delegating Style

 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

 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

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Situational Approach

 Assumes that subordinates vacillate along the developmental continuum of competence and commitment

 Leader effectiveness depends on -  assessing subordinate’s

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.”

Focus

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

How Does The Situational Approach Work? Using SLII® model – In any given situation the leader has two tasks:

1st Task 2nd Task Diagnose the Situation

Identify the developmental level of employee

Ask questions like: • 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?

Adapt Style

To prescribed Leadership style in the SLII ® model

• Leadership style must correspond to the employee’s development level

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

How Does the Situational Approach Work?

Employee’s Developmental Level • Competence • Commitment

Leader’s Leadership Style • Directive • Supportive

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

 Strength: Differential treatment. Situational Leadership® is based on the premise that leaders need to treat each subordinate according to his/her unique needs.

 Criticism: Conceptualization of commitment itself and why it varies is very unclear.

 Application: Breadth of situational approach facilitates its applicability in virtually all types of organizations and levels of management in organizations.

Strength, Criticism, and Application