Situational Approach Chapter 5 LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

Transcription

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Situational Approach
Chapter 5
Overview
 Situational Approach Perspective
 Leadership Styles
 Developmental Levels
 How Does the Situational Approach Work?
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
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Situational Approach Description
(Hersey & Blanchard, 1969)
“Leaders match their style to the competence and
commitment of subordinates”
Perspective
 Focuses on leadership in situations
 Emphasizes adapting style - different
situations demand different kinds of
leadership
 Used extensively in organizational leadership
training and development
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Situational Approach Description, cont’d
(Hersey & Blanchard, 1969)
Definition
 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
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Leadership Styles
Definition
 Leadership style - the behavior pattern of
an individual who attempts to influence
others
It includes both:
 Directive (task) behaviors
 Supportive (relationship) behaviors
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Leadership Styles – con’t
Dimension Definition
 Directive behaviors - Help group
members in goal achievement via oneway communication through:
 Giving directions
 Establishing goals & how to achieve them
 Methods of evaluation & time lines
 Defining roles
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Leadership Styles, cont’d.
Dimension Definitions
 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
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S1 - Directing Style
 Leader focuses
communication on
goal achievement
 Spends LESS time
using supportive
behaviors
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S2 - Coaching Style
 Leader focuses
communication on BOTH
goal achievement and
supporting subordinates’
socioemotional needs
 Requires leader
involvement through
encouragement and
soliciting subordinate input
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S3 - Supporting Style
 Leader does NOT focus
solely on goals; 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
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S4 - Delegating Style
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 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
Development Levels
Definition
Dimension Definitions
The degree to which
subordinates have the
competence and
commitment necessary
to accomplish a given
task or activity
High
D4
Low Competence
High Commitment
D2
Some Competence
Low Commitment
D3
Mod-High Competence
Low Commitment
D4
High Competence
High Commitment
Moderate
D3
Developed
D1
Low
D2
D1
Developing
Developmental Level of Followers
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How Does the Situational Approach Work?
 Focus of Situational Approach
 Strengths
 Criticisms
 Application
Situational Approach
Focus
 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.”
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How Does The Situational Approach Work?
Using SLII model – In any given situation the Leader has 2 tasks:
1st 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?
2nd Task
Adapt their Style
To prescribed Leadership
style in the SLII model
• Leadership style must
correspond to the
employee’s development
level
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How Does The Situational Approach Work?
Employee’s
Developmental level
D1
Low Competence
High Commitment
D2
Some Competence
Low Commitment
D3
Mod-High Competence
Low Commitment
D4
High Competence
High Commitment
Leader’s
Leadership style
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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.
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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.
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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 and
why it varies is very unclear.
 Replication studies fail to support basic
prescriptions of situational leadership model.
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Criticisms, cont’d.
 Does not account for how particular
demographics influence the leadersubordinate 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
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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
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Situational Approach Chapter 5 LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

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