Post on 14-Dec-2015
Hersey-Blanchard Situational Leadership Model
Slide 1 of 2
– A situational leadership theory that emphasizes followers and their level of maturity. The leader must properly judge or intuitively know followers’ maturity level and then use a leadership style that fits the level.
TASK BEHAVIOR
RELATIONSHIP
BEHAVIOR
Low High
HighSituational Leadership Hersey-Blanchard
Telling
S1
Specific Instructions
Closely Supervise
Coaching
S2
Explain Decision
Clarification Opportunity
Supporting
S3
Share Ideas
Facilitated Decision Making
Delegating
S4
Get Outof
The Way
Development level of followers
R1 Not competent
Not committed
R2 Not competent
Committed
R3 Competent
Not committed
R4 Competent
Committed
R1
R2R3
R4
People With High Task Maturity Tend to Have--
• Ability
• Skills
• Confidence
• Willingness to work.
The Contingency Leadership Model
• Description of the Model– The contingency model of leadership
effectiveness was developed by Fiedler and postulates that the performance of groups is dependent on the interaction between leadership style and situational favorableness.• Leadership style is measured by the
Least-Preferred Coworker Scale (LPC).
Fiedler’s Situational Variables and Their Preferred Leadership Styles
Good Good Good Good Poor Poor Poor Poor
High High Low Low High High Low Low
Strong Weak Strong Weak Strong Weak Strong Weak
Task-Oriented Relationship-Oriented Task-Oriented
Very Unfavorable
Situational CharacteristicsI II III IV V VI VII VIII
Situation
Leader-member relations
Task structure
Position power
Preferred leadership style
Very Favorable
Fiedler’s ContingencyTheory
Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader.
Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals.
Position power: is the extent to which the leader has formal authority over subordinates.
Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader.
Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals.
Position power: is the extent to which the leader has formal authority over subordinates.
Leadership Continuum
Path-Goal Leadership Model
• Description of the Model– A theory that suggests it is necessary for a
leader to influence the followers’ perception of work goals, self-development goals, and paths to goal attainment. The foundation for the model is the expectancy motivation theory
Path-Goal Theory
• Increase subordinates' motivation to attain personal and organizational goals by--
1. Clarifying the subordinates' path to the available rewards
2. Increasing the rewards that they value
• Path clarification means the leader helps subordinates learn the behaviors that lead to task accomplishment and rewards.
Three Contingencies of Path-Goal
• Leader behavior and style
• Situational contingencies
• Use of rewards to meet subordinate needs.
Leader Behavior
• Supportive leadership
• Directive leadership
• Participative leadership
• Achievement-oriented leadership.
Vroom-Jago Leadership Model
A leadership model that specifies which leadership decision-making procedures will be most effective in each of several different situations.
Refer to p.443
Vroom-Jago Leadership Model
• Features of the Model– Five Different Decision Styles
• Autocratic (A) - the leader makes the decision without input from subordinates.
• Consultative (C) - subordinates have some input, but you make the decision.
• Group (G) - The group makes the decision; you (as leader) are just another group member.
• Delegated (D) - You give exclusive responsibility to subordinates.
Charismatic Leadership
• Defining Charismatic Leadership– Charismatic leaders have a combination of
charm and personal magnetism that contribute to a remarkable ability to get other people to endorse their vision and promote it passionately.
A leader who has the ability to motivate subordinates to transcend their expected
performance.
Charismatic Leadership
• Two Types of Charismatic Leaders– Visionary Charismatic Leaders
• Through communication ability, the visionary charismatic leader links followers’ needs and goals to job or organizational goals.
– Crisis-Based Charismatic Leaders• The crisis-produced charismatic leader
communicates clearly what actions need to be taken and what their consequences will be.
Transactional Leadership
The leader helps the follower identify what must be done to accomplish the desired
results: better quality output, more sales or services,
reduced cost of productionSimilar to
Path Goal
Transformational Leadership
By expressing a vision, the transformational leader
persuades followers to work hard to achieve the goals envisioned. The leader’s
vision provides the follower with motivation for hard
work that is self-rewarding (internal)
A leader distinguished by a special ability to bring
about innovation and change.
Substitutes for Leadership• Organizational Variables Group cohesiveness Formalization Inflexibility Low position power Physical separation
• Task characteristics Highly structured task Automatic feedback Intrinsic satisfaction
Servant Leader
A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission.
Factors that Describe Transformational Leaders
Charisma
Individual Attention
Intellectual Stimulation
Contingent Reward
Management by Exception
What a Difference a Century Can MakeContrasting views of the corporation:
CHARACTERISTIC 20TH CENTURY 21ST CENTURY
ORGANIZATION The Pyramid The Web or Network
FOCUS Internal External
STYLE Structured Flexible
SOURCE OF STRENGHT Stability Change
STRUCTURE Self-sufficiency Interdependencies
RESOUCES Atoms-physical assetsBits-information
OPERATIONS Vertical integration Virtual integration
PRODUCTS Mass production Mass customization
REACH Domestic GlobalDATA: BUSINESS WEEK 2000
What a Difference a Century Can MakeContrasting views of the corporation:
CHARACTERISTIC 20TH CENTURY 21ST CENTURY
FININCIALS Quarterly Real time
INVENTORIES Months Hours
STRATEGY Top-down Bottom-up
LEADERSHIP Dogmatic Inspirational
WORKERS Employees Employees/free agents
JOB EXPECTIONS Security Personal growth
MOTIVATION To compete To build
IMPROVEMENTS Incremental Revolutionary
QYALITY Affordable best No compromiseDATA: BUSINESS WEEK 2000
GIVE THEM SOMETHING USEFUL TO DO
VALUE THEM
GIVE THEM A SCORECARD AND A SAY
REWARD CONTRIBUTION