Situational Leadership .

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Transcript of Situational Leadership .

Page 1: Situational Leadership .

• Situational Leadership

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Page 2: Situational Leadership .

Leadership Situational and contingency theories

1 The situational leadership model proposed by Hersey and Blanchard suggests four

leadership-styles and four levels of follower-development. For effectiveness, the model posits that the leadership-style must match

the appropriate level of follower-development. In this model, leadership

behavior becomes a function not only of the characteristics of the leader, but of the

characteristics of followers as well.

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Diversity (business) Role of leadership

1 These can overlap and lend themselves to situational leadership

which Paul Hersey and Kenneth Blanchard suggested depends the

combination of the relationship behavior and the tasks at hand

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Managerial grid model

1 The managerial grid model (1964) is a situational leadership model

developed by Robert R. Blake and Jane Mouton. This model originally identified five different leadership styles based on the concern for

people and the concern for production. The optimal leadership

style in this model is based on Theory Y.

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Modes of leadership - Mode vs style

1 In situational leadership theory, styles of leadership refer to

behaviors that a leader should engage with in different situations

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Task-oriented and relationship-oriented leadership - Situational leadership theory

1 The research concluded that there is no single "best" style of leadership, and thus led to the creation of the

Situational Leadership Theory, which essentially argues that leaders

should engage in a healthy dose of both task-oriented and relationship-

oriented leadership fit for the situation, and the people being led.

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Trait leadership - History of research on trait leadership

1 During this period of widespread rejection, several dominant theories took the place of trait leadership theory, including Fiedler’s

(1967) contingency model, Blake and Mouton’s (1964) managerial grid, Hersey

and Blanchard’s (1969) situational leadership model, and transformational and

transactional leadership models (Avolio, Sosik, Jung, & Berson, 2003; Bass, 1985;

Podsakoff, MacKenzie, Moorman, & Fetter, 1990).

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Trait leadership - History of research on trait leadership

1 Additionally, to account for the arguments for situational leadership,

researchers have used the round-robin design methodology to test

whether certain individuals emerge as leaders across multiple situations

(Kenny & Zaccaro, 1983)

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Trait leadership - Criticisms of trait leadership

1 In addition to situational leadership theory, there has been growing

support for other leadership theories such as transformational,

transactional, charismatic, and authentic leadership theories

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Situational leadership theory

1 Situational leadership theory

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Situational leadership theory

1 The situational leadership theory, is a leadership theory developed by Paul Hersey, professor and author of the book Situational Leader, and Ken Blanchard, leadership guru

and author of The One Minute Manager, while working on the first edition of Management of

Organizational Behavior (now in its 9th edition). The theory was first introduced as

"Life Cycle Theory of Leadership". During the mid-1970s, "Life Cycle Theory of Leadership" was renamed "Situational Leadership theory".

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Situational leadership theory

1 In the late 1970s/early 1980s, the authors both developed their own

models using the situational leadership theory; Hersey -

Situational Leadership Model and Blanchard et al. Situational

Leadership II Model.

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Situational leadership theory

1 The fundamental underpinning of the situational leadership theory is that

there is no single "best" style of leadership

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Situational leadership theory

1 The Hersey-Blanchard Situational Leadership Model rests on two

fundamental concepts; leadership style and the individual or group's

maturity level.

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Situational leadership theory - Maturity Levels

1 The right leadership style will depend on the person or group being led. The Hersey-Blanchard Situational Leadership Theory identified four levels of Maturity M1 through M4:

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Situational leadership theory - Situational Leadership II

1 Blanchard and his colleagues continued to iterate and revise A Situational Approach to Managing

People, and in 1985 introduced Situational Leadership® II (SLII®).

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Situational leadership theory - Situational Leadership II

1 In 1979, Ken Blanchard founded Blanchard Training & Development, Inc., (later The Ken

Blanchard Companies) together with his wife Margie Blanchard and a board of

founding associates. Over time, this group made changes to the concepts of the

original Situational Leadership® Theory in several key areas, which included the

research base, the leadership style labels, and the individual’s development level

continuum.https://store.theartofservice.com/the-situational-leadership-toolkit.html

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Situational leadership theory - Situational Leadership II

1 The Situational Leadership® II (SLII®) Model acknowledged the

existing research of the Situational Leadership® Theory and revised the

concepts based on feedback from clients, practicing managers, and the work of several leading researchers in the field of group development.

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Situational leadership theory - Situational Leadership II

1 Blanchard’s Situational Leadership® II Model uses the terms

“competence” (ability, knowledge, and skill) and “commitment”

(confidence and motivation) to describe different levels of

development.

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Situational leadership theory - Situational Leadership II

1 The Situational Leadership® II Model tends to view development as an evolutionary progression meaning that when individuals approach a

new task for the first time, they start out with little or no knowledge, ability or skills, but with high enthusiasm, motivation, and

commitment

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Servant leadership - Servant leadership philosophy and its link with leadership theory

1 Some see a difference between a leadership philosophy (e.g. “servant leadership” or “ethical leadership”)

and a leadership theory (e.g. functional and situational leadership

theories). The former is a values-based view of how leaders should act whereas the latter is usually a way of

teaching leaders how to be more effective.

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Kevin J. Kennedy

1 Kennedy is the author of Devil in the Details: The Practice of Situational Leadership.

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Hersey-Blanchard situational theory

1 During the mid-1970s, Life Cycle Theory of Leadership was renamed Situational Leadership theory.Insert

Hersey, P

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Hersey-Blanchard situational theory

1 The fundamental underpinning of the situational leadership theory is that

there is no single best style of leadership

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Hersey-Blanchard situational theory - Maturity Levels

1 The right leadership style will depend on the person or group being led. The Hersey-Blanchard Situational Leadership Theory identified four levels of Maturity M1 through M4:

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Hersey-Blanchard situational theory - Developing people and self-motivation

1 * 'D1' - Low competence and high commitmentBlanchard, Kenneth H., Patricia Zigarmi, and Drea Zigarmi.

Leadership and the One Minute Manager: Increasing Effectiveness

through Situational Leadership. New York: Morrow, 1985. Print.

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Hersey-Blanchard situational theory - Situational Leadership II

1 Leadership and the One Minute Manager: Increasing Effectiveness through Situational

Leadership

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Leader - Situational and contingency theories

1 Situational leadership theory|Situational theory also appeared as a

reaction to the trait theory of leadership

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Leader - Situational and contingency theories

1 The Hersey-Blanchard situational theory|situational leadership model proposed by

Hersey and Blanchard suggests four leadership-styles and four levels of follower-development. For effectiveness, the model posits that the leadership-style must match

the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well.#refHersey2008|Hersey et al. (2008)

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Vroom-Yetton decision model

1 The 'Vroom–Yetton contingency model' is a situational leadership

theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with

Phillip Yetton (1973) and later with Arthur Jago (1988). The situational

theory argues the best style of leadership is contingent to the

situation. This model suggests the selection a leadership style for group

decision making.

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Three Levels of Leadership model - Limitations of older leadership theories

1 Hersey Blanchard’s Situational leadership theory, House’s Path-goal

theory, Tannenbaum Schmidt’s leadership continuum) assume that

leaders can change their behavior at will to meet differing circumstances, when in practice many find it hard to do so even after training because of unconscious fixed beliefs, fears or

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History of contingency theories of leadership - Contingency theories of leadership

1 In 1969 Paul Hersey and Ken Blanchard published Management of

Organizational Behavior: Using human resources detailing their

situational leadership theory. This theory was unique in bringing these

concepts together:

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History of contingency theories of leadership - Contingency theories of leadership

1 Situational leadership is a prescriptive theory offering the

manager guidance about what style to use in a given situation.

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History of contingency theories of leadership - Expanded leadership taxonomies

1 After the development of situational leadership, a third taxonomic

category was recognized independently by Goran Ekvall and

Jouko Arvonen in 1991 and Gary Yukl in 1997

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