Lecture Leadership - Theory and practice - Chapter 5: Situational approach

The Situational Leadership approach requires that a leader analyze the whole situation and then choose a leadership strategy to match it. In this model, leadership is described as being on a continuum between directive, or telling people what to do, and supportive, or helping people find their own answers to a problem or challenge. This chapter presents the following content: Situational approach perspective, leadership styles, developmental levels, how does the situational approach work?

Chapter - Situational Approach Leadership Chapter - Situational Approach Northouse, 4th edition   Chapter - Situational Approach Overview  Situational Approach Perspective  Leadership Styles  Developmental Levels  How Does the Situational Approach Work?   Chapter - Situational Approach 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   Chapter - Situational Approach 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   Chapter - Situational Approach 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   Chapter - Situational Approach Leadership Styles, cont’d Dimension Definitions 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   Chapter - Situational Approach Leadership Styles, cont’d Dimension Definitions Supportive behaviors - Assist group members via two-way communication in feeling comfortable with themselves, coworkers, and situation – Asking for input – Problem solving – Praising; listening   Chapter - Situational Approach S1 - Directing Style  Leader focuses communication on goal achievement  Spends LESS time using supportive behaviors S1 Directing High Directive Low Supportive   Chapter - Situational Approach S2 - Coaching Style S2 Coaching High Directive High Supportive    Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs  Requires leader involvement through encouragement and soliciting subordinate input Chapter - Situational Approach 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 S3 Supporting High Supportive Low Directive   Chapter - Situational Approach S4 - Delegating Style S4 Delegating Low Supportive Low Directive    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 Chapter - Situational Approach Development Levels Definition Dimension Definitions  The degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity D1 D2 D3 D4 High D4 Developed D3 Moderate D2 Low Competence High Commitment Some Competence Low Commitment Mod-High Competence Low Commitment High Competence High Commitment Low D1 Developing Developmental Level Of Followers   Chapter - Situational Approach How Does the Situational Approach Work?  Focus of Situational Approach  Strengths  Criticisms  Application   Chapter - Situational Approach Situational Approach Focus  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.” Chapter - Situational Approach How Does The Situational Approach Work? Using the SLII model – • In any given situation the Leader has tasks: 1stst Task nd Task 2nd Diagnose the Situation      Adapt their Style  Identify the developmental level of employee  To prescribed Leadership style in the SLII model • 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?   • Leadership style must correspond to the employees development level Chapter - Situational Approach How Does The Situational Approach Work? Employees Developmental level D1 Low Competence High Commitment D2 Some Competence Low Commitment D3 D4 Leaders Leadership style S1 – Directing High Directive-Low Supportive S2 – Coaching High Directive-High Supportive Mod-High Competence S3 – Supporting High Supportive-Low Directive Low Commitment High Competence High Commitment   S4 – Delegating Low Supportive-Low Directive Chapter - Situational Approach 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 in various settings   Chapter - Situational Approach 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   Chapter - Situational Approach 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   Chapter - Situational Approach 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 oneto-one versus group leadership in an organizational setting  Questionnaires are biased in favor of situational leadership   Chapter - Situational Approach 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   ...   Chapter - Situational Approach How Does the Situational Approach Work?  Focus of Situational Approach  Strengths  Criticisms  Application   Chapter - Situational Approach Situational Approach. . .Chapter - Situational Approach Overview  Situational Approach Perspective  Leadership Styles  Developmental Levels  How Does the Situational Approach Work?   Chapter - Situational Approach. .. style - different situations demand different kinds of leadership  Used extensively in organizational leadership training and development   Chapter - Situational Approach Situational Approach