Leadership Assignment
malnujaim
Chapter5.pptx
Situational Approach
Chapter 5
1
Overview
Situational Approach Perspective
Leadership Styles
Developmental Levels
How Does the Situational Approach Work?
2
Situational Approach Description (Hersey & Blanchard, 1969)
Focuses on leadership in situations
Emphasizes adapting style - different situations demand different kinds of leadership
Used extensively in organizational leadership training and development
Perspective
“Leaders match their style to the competence and commitment of subordinates”
3
Situational Approach Description, cont’d (Hersey & Blanchard, 1969)
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
Definition
4
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
5
Leadership Styles, cont’d.
Directive behaviors - Help group members in goal achievement via one-way communication through:
Giving directions
Establishing goals & how to achieve them
Methods of evaluation & timelines
Defining roles
Dimension Definitions
6
Leadership Styles, cont’d.
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
7
S1 - Directing Style
Leader focuses communication on goal achievement
Spends LESS time using supportive behaviors
Directing
High Directive
Low Supportive
S 1
8
S2 - Coaching Style
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
S 2
9
S3 - Supporting Style
Leader does NOT focus solely on goals; rather the leader uses supportive behaviors to bring out employee skills in accomplishing the task
Leader delegates day-to-day decision-making control, but is available to facilitate problem solving
Supporting
High Supportive
Low Directive
S 3
10
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
Delegating
Low Supportive
Low Directive
S 4
11
Development Levels
The degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity
Definition
Dimension Definitions
D1
Low Competence
High Commitment
D2
Some Competence
Low Commitment
D3
Mod-High Competence
Low Commitment
D4
High Competence
High Commitment
D4
D3
D2
D1
Developed
Developing
High
Moderate
Low
Developmental Level Of Followers
12
How Does the Situational Approach Work?
Focus of Situational Approach
Strengths
Criticisms
Application
13
Situational Approach
Centered on the idea 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
14
1st Task
How Does The Situational Approach Work?
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?
Using the SLII model –
In any given situation the Leader has 2 tasks:
Adapt their Style
To prescribed Leadership style in the SLII model
Leadership style must correspond to the employees’ development level
15
How Does The Situational Approach Work?
Employees Developmental level
D1
Low Competence
High Commitment
D2
Some Competence
Low Commitment
D3
Mod-High Competence
Low Commitment
D4
High Competence
High Commitment
Leaders
Leadership style
S1 – Directing
High Directive-Low Supportive
S2 – Coaching
High Directive-High Supportive
S3 – Supporting
High Supportive-Low Directive
S4 – Delegating
Low Supportive-Low Directive
How Does The Situational Approach Work?
16
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.
17
Strengths, cont’d.
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.
18
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
19
Criticisms, cont’d.
Does not account for how particular demographics influence the leader-subordinate prescriptions of the model
Fails to adequately address the issue of one-to-one versus group leadership in an organizational setting
Questionnaires are biased in favor of situational leadership
20
Application
Often used in consulting because it’s 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
21
