PAUL HERSHEY'S TWO-DIMENSIONAL MODEL OF LEADERSHIP: PER ASPERA

AD ASTRA - CASE STUDIES

Professor Srđan NikezićProfessor Sveto PurićMaster of economics Jelena Purić

CONTENT:

I DIRECTIVE LEADERSHIP STYLE

II COACHING LEADERSHIP STYLE

III PARTICIPATORY LEADERSHIP

 IV DELEGATING STYLE OF LEADERSHIP

V DISSECTION OF MODELS PAUL HERSEY SITUATIONAL LEADERSHIP

VI CASE STUDY

Introduction The Hersey defined leadership styles in relation to the following parameters: * direction (task behavior) which is used by leader in dealing with their

workers, * social - emotional support that the leader provides to their employees,*"readiness", or levels of follower status that indicates the specific task,

function, activity or purpose

Leaders can provide various kinds of support to their workers, and on the other hand, can provide the necessary directives and guidance in

communication with subordinate workers.

This theoretical approach is called situational leadership.

Using these parameters it is possible to identify several different styles of leadership, of which four were imposed as a primary:

• Directive , • Coaching , • Delegating and • Participative

Fundamentals of Paul Hersey's leadership model

DirectiveStyle

Coaching Style

DelegatingStyle

Participative Style

Autocratic style

Democratic style

Directive leadership style

* Directive leadership style relies on the directives of leaders, but not on their support. The style is applicable when workers know little about the area in which they work and when they do not want to take responsibility.

* Directive leadership style is characterized by establishing clear directions and instructions.

* Richard Johnson believes that leaders who use directive style should be: managers, coaches, tutors, guides, supervisors, counselors , confronters and visionaries.

* As managers, leaders explain to their employees what procedures should be used in the work, and then, later, supervise their work

* Leaders act as coaches in situations where employees need help for professional development.

* Advisory role of the leader includes the necessary assistance when they have problem and can not overcome alone.

* Very often in practice, as notice the creator of the situational leadership model Paul Hersey, leaders who working in large companies at the beginning of career has to be confronted with the workers and supporters whose knowladge level is unsatisfactory.

* The leader finally has to be a visionary, than if is necessary to explain to followers and the workers all specification of vision, or to explain needs for a new one.

Coaching leadership style* Coaching leadership style is characterized by a clear directive leaders and

their unreserved support of the workers.

* The leader clearly and consistently transmit information and advice to workers, while, on the other hand, they make recommendations to the leader

* The necessary support for the leader's vision is provided in the form of training and public recognition for good work.

Leaders who use coaching style has to be:

Coach -to train their followers to perform well their duties

Teacher – to teach their followers new methods and forms of behavior

Sponsor – to provide support to their followers and reward them for their achievements

Mentors – to help followers to achieve fastest-growing career with training, that helps the conquest of new knowledge

Also, they have to be good adviser, confronter,visionary

Participatory leadership

** The characteristic of a participative leadership style is: participation in decision-making process, and taking responsibility for made decisions by employee and followers.

For the success of this leadership style needs to followers possess the knowledge and experience for participation in decision-making process. In addition to roles of leader in previous leadership style, this type of leader, also, must be a good as:

Coordinators – to establish communication links to all parts of the organization

Team builder - to build such a team that will work as a whole

Consultants - available to his followers for any type of information, additional knowledge and new technologies

Delegating leadership style

** The delegating leadership style is characterized by delegating authority and responsibility to followers, employees and teams.

** To make this style successful leader must have beside himself workers and associates who are educated, with great ability, goals, and a part of leadership potential.

In addition to roles of leader in previous leadership style, this type of leader, also, must be a good as:

Delegator – to assess when the workers and followers are willing to accept responsibility, and to delegate tasks on right way

Dissection of Paul Hersey‘s situational leadership model

Dr. Paul Hersey’s is recognized as one of the world’s outstanding authorities on training and development in leadership and management. In addition to his teaching, he is a consultant, on a continuing basis, to industrial, government, and military organizations.

Dr. Paul Hersey’s Situational Leadership® has been used to train well over 14,000,000 managers and professional people from more than 1,000 businesses and other organizations. He is an internationally-known behavioral scientist and highly-successful entrepreneur.

Source:http://programs.chicagobooth.edu/execmba/docs/Hersey-LeadershipStudies.pdf

** His goal was to create leadership model that is simple and easily applicable in different situations in practice.

According Shamerhorn, who is one of the most active promoters of Hersey's situational leadership model across the United States, Hersey agreed that the theory is oriented toward understanding, and a model respectively for use or application.

Leadership, in Hersey's directive includes a combination of directives and support in behavior of leaders, as an appropriate willingness to perform specific tasks or functions.

Important works for understanding this model are, also :

** Douglas McGregor's book "The Human Side of Enterprise" (1960) in which he wrote that employees are motivated to achieve established goals through authority, direction, control, integration and self-control.

** Carl Rogers theory of personality in which he offered a wide range of explanations for the behavior and what constitutes a person (1945)

Paul Hersy said: "You can see much further if you are on the shoulders of giants”

Paul Hersey in his business education adopted an interdisciplinary concept and recognize the value of "giants" of the past.

** He also thought that must be a balance between high tech and high touch.

** The technological revolution is important, but the "development can not be achieved in a chair with one or two feet.“

** In contrast to Fiedler, Mahar and Robert House, Paul Hersey believes that through training can help leaders to change and adapt their behavior to situation, so that can become irreplaceable.

He wanted to create a model, with four leadership style, that is uncomplicated, memorable and useful.

Case study When you talk about leaders who are remembered for their works, in

different socio-historical conditions, in a negative or a positive context, creating a family financial empire and wealth, it is important to determine sources of their power, influence, authority and motivation of followers for leading management organizations, companies or political parties.

An example of a large stock magnate, who always knew when to sell, and when to buy in the market, John Davison Rockefeller, characterized by a specific character, with significant dose of empathy.

Looking at the whole capitalist world, he noted that connection between capital and work gives successful business operations, but with respect to interpersonal relationships and ability to enhance motivation of his followers in performing the tasks.

In order for this effort came to the fore, he created the proper working conditions that are acceptable, inspiring and satisfying personal needs of individuals who worked with him.

At the beginning as a very pragmatic, respecting the principle of contingency and realizing his current role, adapted to the demands of his associates John Maurice Clark, in order to gather enough capital to be able to respond to competitive market on opponents challenges.

With emotional intelligence and financial resources, John Rockefeller was

able to motivate their followers and keep them firmly in difficult times.

His son, John Davison Rockefeller, Jr., and grandson, Nelson Aldrich Rockefeller, used the power of position to continue the successful development of the company.

They are entering new markets, create conditions for increasing the financial capital, profits and lower labor costs.

**The fact that Rockefeller fortune estimated amount of approximately $ 100 billion, shows that with good fundamental structure of the companies and adjustment situations in a turbulent environment, survival in the market is guaranteed.

Classic representative of Paul Hersey's situational leadership model is Richard Branson, founder of Virgin Group. He has created a wealth based on pre-designed vision and achievable goals.

Branson noticing that the weight of keeping a successful company is based on that, that in its essence are norms, values and virtues of the socio-economic environment, creates a special and specific organizational culture and climate, respecting:

traditions, customs, habits, value systems, beliefs, attitudes, standards and norms of behavior.

When we look back at the eighties, reconstruct the business environment and conditions under which the business world worked, Branson is something special.

Bad schoolboy and disobedient grandson moved a long way from the issuance of student newspapers across the mobile to the last time a commercial project in the universe.

Billions of pounds of capital poured into Virgin Group business empire of over 400 companies that came up.

Branson's lack of education not bother him to run successfully his business empire to the top, and always toward the top.

Leadership competence of Rockefeller family and Richard Branson, hiding special strength and power several times stronger than them.

Determined individualists, always ready for the future, true promoters of innovation, ingenuity and eccentricity, which enables them to be new leaders and pioneers in socio-economic circumstances and to see what others see and believe in what others do not believe that can be achieved.

 They devise a new world, winning new technology, information and a

new way of living.

CONCLUSION

In a situational model of leadership Paul Hersey used the basis of several important assumptions:

1. works of Carl Rogers as a basis for his humanistic approach to leadership model, contrasting with theories that man have to be watched through insticts (Sigmund Freud). Also, this theory helps Paul Hersey to create his situational model of leadership which connects theory and practice;

2. the fact: if leader is willing to learn and accept the democratic principle of leadership is able to lead the company in any situation;

3. his two-dimensional model allows the establishment of interpersonal relations between leaders and followers;

4. model is applicable in practise (organizations), but is necessary to make connection between quality, as a basic condition for survival and competitive advantage, and customer satisfaction, which is imperative for success of the company in the 21st century.

In the sixties of the twentieth century, academic professors and executives in multinational companies think they have a "golden fleece" as a solution to all problems of leadership and management in large systems. The quest for the magic solution and as a holistic set of principles to be used in any operating situation was futile.

The solution was found in the formation of relatively simple models of leadership that linked theory and practice. One of them, perhaps most applicable to the most leadership, with a prominent humanistic component is

Hersey's situational model of leadership.

Thank you for your attention