For instance, business owners, executives, and managers who practice this leadership model shift their management style based on a person’s development. Consider the example in figure 3. Hersey and Blanchard. Show More. Therefore, situational leadership explains how leaders must react and decide, based on specific circumstances, and that all leadership is situational. The style of choice depends upon the organization’s environment and the competence and commitment of its followers. Situational theories of leadership work on the assumption that the most effective style of leadership changes from situation to situation. When we follow successful leaders, we learn what works and what doesn’t work, what to do and what not to do. Using Situational Leadership, the leader would place an X on the readiness continuum as shown in Figure 3 (below R1). Unlike traits, behavior is potentially inßuenced not only by the leadersÕ dispositions but also by the situations that leaders confront. They see change as frightening and troublesome. Organization/Group Development Level. 4. Situational Leadership theory was developed by Paul Hersey and Kenneth Blanchard. Situational Leadership Theory, or the Situational Leadership Model, is a model created by Paul Hersey and Ken Blanchard, developed while working on Management of Organizational Behavior. By contrast, supporting leadership behavior … The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior. You are both a leader and a follower—the individual situation dictates which is more predominant in a given situation. But realizing a vision and addressing compelling causes cannot be accomplished by the leader alone. The theory was first introduced in 1969 as "life cycle theory of leadership". In all, Situational Leadership is based on the amount of task behavior and relationship behavior the leader provides and the performance readiness level, ability and willingness, that a follower shows in the performance of his or her task (Hersey, Blanchard & Johnson, 2008 p. 156). Here, the leader gives specific instructions about what the goals are, and exactly how the goals need to be achieved. The followers’ influence upon a leader can enhance the leader or accentuate the leader's shortcomings. When things go wrong, leaders don’t dwell on how bad things are. This theory was first called the “Life Cycle Theory of Leadership.” During the mid-1970s, it was … Being an effective follower is one route to becoming a leader. According to the definition of leadership, the results that may come of a leader are dependent on the followers and the situation. The nature of the leadership process varies substantially depending on the leader, the followers, and the situation and context. They note that a leader directing tasks to a follower is basically a one way form of communication. Situational Leader = Leadership Grid + Follower’s Development Level. Followers are content to stick with the safety of the status quo. Followers are often thought of as sheep, yes-people, or cheerleaders, and some do play those parts. Situational leadership asserts that the characteristics of a successful leader will vary based on the people he or she needs to lead, as well as on the context in which the group is operating. For example, Lowin and Craig (1968), in an imaginative laboratory experiment, showed Follower’s Task Readiness (Task Development) A follower’s or subordinate’s Task Readiness covers their ability to deliver what has been asked of them. The leader/follower situation framework contains the elements: leader, follower, and situation. Purpose – Ambiguity surrounding “follower competence and commitment” of Hersey and Blanchard’s situational leadership theory (SLT) has rendered validation difficult. Leadership is a process that emerges from a relationship between leaders and followers. Thus, leadership is the function of an interaction between the leader, the follower, and the context. It is a practical leadership model that, when practiced and perfected, can lead to very positive outcomes for the leader and follower. It is similar to a parent supervising the actions of a toddler. Leader behavior research was a step in the direction of acknowledging the role of situation or context in leader-ship. And in that role, we can learn some important skills that make us better leaders. Thus, the nature of leader–follower relationships involves reciprocity, the mutual exchange of influence. Paul Hersey and Kenneth Blanchard’s Situational Leadership Theory, on the other hand, examines how leadership is dependent upon whether a follower is someone being developed or someone who has already been developed. Their skills, knowledge, and ability will affect their delivery of a task independently of a leader’s guidance. Are you open to change? However, when we follow others, we never learn anything from first hand experience. leader in that situation with a follower of that readiness level. Who focused on leaders matching their styles to the competence and commitment of employees? To be most effective and successful, a leader must be able to adapt his style and approach to diverse circumstances. Geir Thompson, Lars Glasø, (2018) "Situational leadership theory: a test from a leader-follower A leader who is able to adjust his response to fit the situation is ahead of one who cannot shift between leadership styles. Leadership is defined as a process where an individual influences a group of followers to achieve a common goal or outcome (PSYCH 485: Leadership in the Work Setting, p. 5, 2014). Keep all of the below in mind when formulating a response to this question. Hersey and Blanchard see directing as the way a leader communicates a directive, or instruction, to the follower. Leadership has the power of changing the behavior of employees. Related. There are four developmental levels of followers who have significant impact on the final outcomes of the situation. Situational leadership often does not work well when repetitive tasks need to be completed, as this type of leadership is flexible and many task-driven environments are not. New followers, Hersey and Blanchard theorize, need more guidance leaders should focus on the task and at hand and not on relationships with these followers. The framework lays out a way for leaders to learn their role because the leader need to gain power and hold. Different situations demand different kinds of leadership. Followers see the limitations inherent in any given situation; leaders see the possibilities. The four basic ways of leading followers in the Situational Leadership® method are directing, supporting, coaching and delegating. Summary. We’re never the first people to try something or find something new, and so there comes a point when just following someone is not enough. Situational leadership will be high on the “directive” aspect when the subordinates are not sufficiently developed and need constant supervision. The leader response for different situations adds to his experiences and background, shaping his framework for carrying plans and making decisions. Leader Follower Situation Framework. Suppose a manager has determined that a follower’s readiness level in terms of administrative paperwork is low. In this video, Dr. Zia is talking about the triangle of Leader Follower & Situation. They’re too busy trying to make things better. B) It maintains that leaders who correctly base their behaviors on follower maturity will be highly effective. Followers are much-maligned, but we’re all followers in some areas of our lives. Similar to the styles of a leader – task vs people, a group or followers need to be competent as well as committed to their assigned tasks. 5 In fact, there would be no leaders without followers. Coaching. a. Stogdill b. Hersey and Blanchard c. Blake and McCanse d. Katz. One of the major benefits of the situational leadership ® approach is the core message of the theory: there is no single leadership style, but rather a leader must find the right fit for the given situation. Napier and Gershenfeld (1987) stated “successful leaders are those who can adapt their behavior to meet the needs of their followers and the particular situation” (p. 242). Figure 1: Hersey and Blanchard Situational Leadership Styles. 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