Leadership

Chapter 3 - Skills Approach

Leadership

Northouse, 5th edition

Chapter 5 - Situational Approach


Situational Approach Perspective Leadership Styles Developmental Levels How Does the Situational Approach Work?

Overview


Situational Approach Description (Hersey & Blanchard, 1969)

Focuses on leadership in situations

Emphasizes adapting style - different situations demand different kinds of leadership

Used extensively in organizational leadership training and development

PerspectivePerspectivePerspectivePerspective

“Leaders match their style to the competence and commitment of subordinates”


Situational Approach Description, cont’d (Hersey & Blanchard, 1969)

DefinitionDefinitionDefinitionDefinition

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


Leadership style - the behavior pattern of an individual who attempts to influence others

It includes both:

– Directive (task) behaviors

– Supportive (relationship) behaviors

DefinitionDefinition

Leadership Styles


Leadership Styles, cont’d.

Dimension DefinitionsDimension 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


Leadership Styles, cont’d.

Dimension DefinitionsDimension 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

Chapter 3 - Skills ApproachThe Four Leadership Styles

HighHigh

Developmental Level of FollowersDevelopmental Level of Followers

DelegatingDelegating

LowLow SupportiveSupportiveLow DirectiveLow Directive

S 4S 4

SupportingSupporting

High SupportiveHigh SupportiveLow DirectiveLow Directive

S 3S 3CoachingCoaching

High DirectiveHigh DirectiveHigh SupportiveHigh Supportive

S 2S 2

DirectingDirecting

High DirectiveHigh DirectiveLow SupportiveLow Supportive

S 1S 1

LowLow HighHigh

Su

pp

orti

ve B

ehav

ior

Su

pp

orti

ve B

ehav

ior

DirectiveDirective BehaviorBehavior

D4D4 D3D3 D2D2 D1D1

DevelopedDeveloped DevelopingDevelopingHighHigh

ModerateModerateLowLow


S1 - Directing Style

Leader focuses communication on goal achievement

Spends LESS time using supportive behaviors

Directing

High DirectiveLow Supportive

S 1


S2 - Coaching Style

Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs

Requires leader involvement through encouragement and soliciting subordinate input

CoachingCoaching

High DirectiveHigh Supportive

S 2


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

SupportingSupporting

High SupportiveLow Directive

S 3


S4 - Delegating Style

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

DelegatingDelegating

Low SupportiveLow Directive

S 4S 4


Development Levels

The degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity

DefinitionDefinition Dimension DefinitionsDimension Definitions

D1Low CompetenceHigh Commitment

D2Some CompetenceLow Commitment

D3Mod-High CompetenceLow Commitment

D4High CompetenceHigh Commitment

D4 D3 D2 D1Developed Developing

High Moderate Low

Developmental Level Of Followers


How Does the Situational Approach

Work?

Focus of Situational Approach Strengths Criticisms Application


Situational Approach

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

FocusFocusFocusFocus

“The Situational approach

requires leaders to demonstrate a strong degree

of flexibility.”


11stst Task Task11stst Task Task 22ndnd Task Task22ndnd Task 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?

Using the SLII model – • In any given situation the Leader has 2 tasks:

Adapt their Style To prescribed Leadership style in the SLII model

• Leadership style must correspond to the employee’s development level

How Does The Situational Approach Work?


Employees Developmental level

Employees Developmental level

D1 Low CompetenceHigh Commitment

D2 Some CompetenceLow Commitment

D3 Mod-High CompetenceLow Commitment

D4 High CompetenceHigh Commitment

LeadersLeadership style

LeadersLeadership style

S1 – DirectingHigh Directive-Low Supportive

S2 – Coaching High Directive-High Supportive

S3 – SupportingHigh Supportive-Low Directive

S4 – DelegatingLow Supportive-Low Directive

How Does The Situational Approach Work?How Does The Situational Approach Work?


President

SupportiveFocus on people

DirectiveFocus on results

100%50%0%

0%50%

100%

0% and 100% = Directive100% and 100% = Coaching100% and 0% = Supportive0% and 0% = Delegating

Low competence but high commitment (D1) Some competence but low commitment (D2) Mod-High competence but low commitment (D3) High competence and high commitment (D4)

Leadership style The situation


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.


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.


CriticismsLack 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.


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 one-to-one versus group leadership in an organizational setting

Questionnaires are biased in favor of situational leadership


ApplicationOften 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 3 - Skills ApproachCase 5.1 page 99What style do I use?

Answer questions 1

Remember to answer the question covering the two parts:

Part-1: Define the concept, theory or model

Part-2: quote from the case study what you believe that will support your argument.

Leadership

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