Critically Evaluate How the Situational Model of Leadership Can Be Used to Explain the Behaviour of Saddam Hussein

Authoritarian leadership style is where a leader has complete control and power over their team. They demonstrate their 'power' and 'control' by dictating policies and procedures, deciding what goals need to be achieved, and directs all activities to be done by the team. An authoritarian is usually most successful when things are going well or when in a crisis and decisions need to be made quickly.

How their work blend into a larger vision for the organization. This type of leadership style

This paper will address why situational leadership theory is useful and relevant in developing an effective leadership culture. In addition, it will also discuss the three theories of situational leadership and what is considered to be the strengths and weaknesses of each theory when leading staff in the organizational environment.

This is an introduction to the Situational Leadership Model by Hersey & Blanchard (1964), introduced in Chapter 5 of the textbook “Leadership: Theory and Practice” by Peter Northouse, a model that suggests that leadership should adapt to the development and commitment level of the employee (Northouse, 2016). The model suggests that at a lower level of employee development, i.e. competence & commitment, leaders should engage in a directing style of leadership, and at the other end employees with a high level of competence and commitment can be led with minimal directive and support (Northouse, 2016). The following is

Tolbert explains that there are four leadership styles that has an impact on the decision making in an organization. These four styles include authoritarian which involves making decisions independently, consultative, which is gathering information from group members, delegative which involves providing relevant information to one or more group members and allowing them to make decisions and group based involves the group to formulate a problem and possible solutions. (Tolbert, 2009) Research shows that leaders who are more interpersonally oriented and more participative has more of better outcome because they have followers with high satisfaction. Also, the outcome depends on the organization’s goals. For example, if the managers want high productivity, then an authoritative style may be better.

Effective leadership is a key enabler as it provides the vision and the rationale for change. Different styles of leadership have been identified, for example coercive, directive, consultative and collaborative. These different styles may each be appropriate depending on the type and scale of change being undertaken. For example, when there is a large-scale organisation-wide change a directive style has been identified as most effective.

Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).

Their Emotional Intelligences are leverage, ability to achieve and progressiveness. They usually acquire immediate obedience. They are not likely to accept other members’ opinions, but give directions clearly. Furthermore, they control the organisation severely and want detailed report from their employees. They just want others to follow him/her, but do not like to explain. This kind of leadership focuses on bad results rather than good ones. As this style is the worst effective one, other types of leadership need to be used with this one. It should be used very carefully.

An effective leader influences their employees in a desired manner to achieve goals and objectives. Different leadership styles can affect an organization’s effectiveness and performance. The objective of this paper is to analyze the review of literature on various leadership styles over the past years and how effective and ineffective different leadership styles are in the workplace.

The situational leadership model was developed by two authors, Ken Blanchard, and Paul Hersey in the year 1969. These authors based this model on the concept that leadership should adapt to different management practices and approaches to fit different situations and surpass any diversity of their encounters (Lussier & Achua, 2010). In particular, this model provides guidance on how to analyze a situation, choose effaceable strategies and adopt the most appropriate leadership style. Apparently, the two developers of the model researched and found that, given some case, leadership may fail to accomplish some goals due to adopting single

Situational leadership theory or model comprises a few key elements. These include four styles of leadership, the maturity level of the subordinates and the developmental models.

This leadership model has been helpful in and managerial training class. This approach has been successful because of the different ways that it can be used in situations. There is not a go-to management styles that works for every situation. This theory gives leaders the opportunity to get to know their followers and figure out what best approach is. Reddin’s basic management styles result from the different levels of concern for the people and the task. When comparing the Redding’s planes of styles to the situational approach these levels are equivalent to D1, D2, D3, and D4. The situational approach also makes leaders look at the different developmental domains their followers are on. It is best for the leader to be around the same developmental level as their followers. Problems can arise if leaders and follower are not on the same page developmentally.

Situational leadership theory is a model based on the relationship between leaders and followers and proposes that the environment and the readiness of followers determines to a large extent, how leaders will tend to function. Developed by Paul Hersey and Ken Blanchard in 1969 the fundamental underpinning of the situational leadership theory is that there is no single “best” style of leadership (REFERENCE). Situational leadership has been used extensively in organizational leadership training and development because it highlights how different situations require different kinds of leadership. The keyword in this theory is adaptation. An effective leader must adapt his or her style to the situation.

This study has demonstrated that there are a few paramount components which straightforwardly impacted a leadership style. A pioneer can 't be reliable on one leadership styles to be viable pioneer in the current aggressive nature. I have highlighted how fruitful pioneers who figured out how to turnaround weak organizations with their leadership style were later rejected amid great time because of their failure to adjust their initiative style to suit the current circumstance. Henceforth I presume that there is nobody style of authority fit for all sort of circumstances.

Leadership style refers to the way in which the functions provides of Leadership are carried out, the way in which the manager typically behaves forward members of the group. (2013) Laurie and Gill, the authoritative style leader pays attention to every one, through the participation to enhance the sense of responsibility, come to an agreement, but it can leads to countless meetings, reduces the work efficiency. The reaschers found the consultative style leader through mutual communication will create a harmonious atmosphere, helps the team morale, improve communication between staff, restore trust among employees, however,This leadership style tends to praise for employees, give employees the wrong direction. The Pacesetting style leader eyesights extremely high performance standards and will take the lead to do an example, it asked the leadership of the staff who has a strong ability for self motivation. This leadership will give employees bring strong work pressure. The Coercive Style leader needs staff immediately obey, long-term use of this leadership style, it will causes a decline in morale seriously and eventually leads to the destruction of the organisation. The Coaching Style leader will help employees determine their own a little and weaknesses, relate personal needs and team goals. When employees know their weaknesses and aware of the need to develop new skills, and to improve myself, to be very