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Running head: SITUATIONAL LEADERSHIP
Situational leadership
Student’s name
Institutional affiliation
Situational leadership 2
MGT week 5 assignment
Explain why situational leadership theory is useful and relevant in developing an
effective leadership culture.
Situational leadership: Paul Hersey and Kenneth Blanchard studied and developed a
leadership style known as situational leadership. This leadership style requires that the manager
or leader of an organization should amend his approach to fit the growth level of the group being
persuaded. In situational leadership, the follower does not have to adapt to the leader’s style, but
it’s the leader who should change his style. The style can change continually to suit the needs of
the other persons in an organization depending on the circumstances (Blanchard, 2009).
Hersey and Blanchard developed a medium to help leaders easily establish the leadership
method required by the workers depending on the employees’ development level. Those with
little experience but high needs, the directing mode can be used but those with high capability
but low needs, the delegating mode is suitable. The followers’ level of development determines
the leaders’ situational leadership mode.
Why is situational leadership theory useful and relevant in developing an effective
leadership culture?
Situational leadership is comprehensive, contemporary and realistic model for effective
management and expansion of employees and resources. It is important as it puts to focus the
key responsibility of a leader. This ensures that free communication is promoted by the leader
both vertically and horizontally, and as a result brings up self respect and affirmative self-regard
between staff. Due to authentic distributed guidance, where employees become more eager to
take ideas, development is achieved because of elevated levels of independence.
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Self reliance is brought about by positive personality that builds up confidence which in
turn leads to staff taking responsibility willingly. Staff performance is also focused because of
high quality discussion. Situational leadership theory also assists the leader to make a personal
assessment concerning confidence; developing values, communication skills, attitudes and
approach in regard to the theory (Blanchard, 2009).
It is a useful management plan because employees with real ability are retained. Their
competences, skills, and capabilities are improved. Being aware their value is improved, they
end up exercising more creativity. It also helps the leader to take responsibility and identify the
needs of each member of the team. Situation leadership goes beyond language, linguistic, gender
and cultural barriers. It acts upon situations when they happen and requires the leader to act
properly for the specific circumstance at the time. Situation leadership eliminates the notion that
things have to be done in a particular way because that is how they have always been done
(Blanchard, 2009).
Situational leadership training is an expressively established and empowering answer to
the difficulty and exceptionality of quickly unfolding proceedings, doubt and unpredictability.
Situational leadership enables a leader to be aware and quick to respond. A leader should be
aware of the opportunity and need. This quickly opens up a room where the account can make a
decision and access anything they require to be efficient, for example; appreciation, training,
outcomes and instructions. This assists the leader to help persons under their management
expand their skills, motivation and confidence. In return, the workers become more committed
and effective. The organization therefore feels more understood and valued, and consequently
empowered. As a result they put power into contributing their labors to the group (Hersey, 2007).
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Describe the three theories of situational leadership and what you consider to be the
strengths and weaknesses of each theory when leading staff in the organizational
environment.
Hersey and Blanchard Situational Leadership Theory: This theory was created by Dr
Paul Hersey and Ken Blanchard. It supports the thought that certain leadership modes are more
suitable for some situations than for others. It states that leaders who are successful should not
use one style but should change their leadership styles according to the development of the group
being led and the particulars of the job (Hersey, 2007) . In order to do the job successfully,
leaders should put emphasis on the job and relations with the group they are leading. In this
theory, four styles of leadership are identified:
First, leaders tell their groups what should be done, and how it should be done. Then the
leaders give information and a way including enough communication with groups. This way, the
leaders "sell" their points to bring followers on board. The leaders participate by focusing more
on the association and less on providing direction. The leader and the group work together by
sharing decision-making and duties. Delegating is the fourth style where leaders pass the
majority of the duties to the follower. The leaders monitor progress, but are not very involved in
decisions (Hersey, 2007).
The major strength of Hersey and Blanchard Situational Leadership Theory is that it gives
employees the ability to work in independence. Its major weakness is that a lot of time is spent
during decision making process.
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Situational Leadership and Fiedler's Contingency Theory: It is one of the most
appreciated theories. It states that, three factors should be put into consideration by leaders when
deciding which team is best appropriate for a particular job: The first factor is relationship
between leader and member: - This relationship may be either poor or good. The second factor
is the structure of task: It puts into consideration the prescription and system of the action the
leader needs the member of staff to perform. The fourth factor is the positional power of the
leader: This is the amount of authority the leader posses over the members of staff. According to
research, situational leadership model explains the efficiency of leadership. Therefore, according
to Fiddler it is situations that should determine the type of leader that should be appointed. This
is because excelling in a field that a person is naturally familiar is easier. Leadership is therefore
easier learned in less onerous situations compared to the unfamiliar situations (Kenneth, 2009) .
The greatest of Fiedler's Contingency Theory is that a leader identifies the best team for
specific job hence creating job perfection. The greatest weakness of this theory is that the leader
can make mistake or be biased during selection.
The Path to Goal Achievement
This is a leadership type that generally puts focus on clear path establishment to
achievement of goal. There are several styles of leadership that are associated with this theory.
They include; directive, achievement – oriented, supportive, and participative leadership.
The Path to Goal theory was founded by Robert J. House, who believed that behaviors of
leaders is dependent to employee motivation, satisfaction of employees and finally on
performance of employees (Kenneth, 2009). According to theory, clear direction is best provided
by good leaders. They also set goals that are elevated, involve employees in achieving of goals
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and even give support to the employees. Good leadership gives employees more satisfaction
making them more productive in their work. Path to theory also states that employees gladly
follow their leader when they are given a future hope for best working results. Leadership styles
associated with path to goal theory include; directive leadership, supportive leadership,
achievement oriented leadership and Achievement-oriented leadership (Kenneth, 2009)
The greatest strength of path way leadership is that the team feels valued and part of the
company, while the weakness visit can be challenging when the staff members refuse to follow
the directives of the leader.
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References
Blanchard, K. (2009). Management of Organizational Behavior – Utilizing Human Resources.
New Jersey/Prentice Hall.
Hersey, P (2007). Management of Organizational Behavior 3rd Edition– Utilizing Human
Resources. New Jersey/Prentice Hall
Kenneth, H. (2009). Life cycle theory of leadership. Training and Development Journal,
