All situations are different and a leadership style applied in one situation will not always work in another. A leader must use judgement to decide the most appropriate style needed for each situation. The ‘Situational Approach’ to leadership identifies four leadership styles which are;
3), and must have a task in mind with a clear procedures and goals, and the skill for rewarding and punishments when needed. If these are not in the right combination and context in any way will result in failure for the leader. This theories in general state in order to be effectiveness will depend upon the nature of the task, situation, leader 's personality, make-up of the group being led, and factors.
Since there is no special or one precise type of leader, numerous leadership styles and theories have surfaced. This is because a different situations require different type of leadership styles. In many occasions, leadership theories help to predict the best leadership style to employ in a particular situation. This essay seeks explain why situational leadership theory is useful and relevant in developing an effective leadership culture. It is this writers hope that it can be used as a how to guide to enable managers to be more successful.
The most popular and extensively researched situational theory of leadership was first proposed by Fred Piedler during the 1960s. Fiedler's model claims that group performance depends on the interaction of the leader style and the favorableness of the situation. Fiedlers major contributions consist of(l) iden-tifying the leadership orientation of the leader and developing a way to measure it, and (2) identifying three situational factors influencing leadership and developing a method of measuring them
The situational approach stresses that leadership is composed of both a directive and a supportive dimension, and that each has to be applied appropriately in a given situation (Northouse, 2016). I recently retired from the Army after doing 20 years of active federal service. I was a sergeant after three years, made staff sergeant after six, and at my 11 year mark I decided to put in a warrant officer packet, in which I got accepted to become Warrant Officer 1. The young men and women that I had the privilege of leading all came from different walks of life, were different age, and had different levels of experience. This is why I identify more with the situational approach.
In this reflective essay I will be sharing the results of two surveys that I took; one in chapter seven managing conflict, and one in chapter ten leadership. In this essay I will reflect back my outcomes of each survey, and how it pertains to my performance on team work. Share with you what my strengths and weaknesses are from doing the survey, and after finding new personal characteristic I will relate back to the chapter to spread insight.
Paul Hersey and Ken Blanchard first introduced the situational leadership model in the 1970s. 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
Situational leadership theories state that a leader emerges to fit the situation, (Kreitner and Cassidy, 2011, p.399). Different people will take the lead in various circumstances that will subsequently require different skills. Al-Sawai (2013) argues that the ever changing elements present within the healthcare settings would benefit from leaders such as managers encouraging subordinate leaders to develop diverse leadership styles to deal with different conditions.
Situational Leadership was a model originally developed by Paul Hersey and Ken Blanchard to effectively assess what each person needs from leadership on each task. (Hersey, 2004) Dr. Hersey and Blanchard parted ways and put their own spin on the same model but it still stands that it works and can be applied to any person of any age with any task. The key is that the leader has to be perceptive and fluid in leadership styles. One of the reasons
Although there is some evidence to suggest that the situational model adopted here can be completely thrown upside down depending on it's industry and people (Veccio, 1987), the situational leadership theory is an easy to use failsafe to gain performance from your staff. It adresses the space an individual is in and how to work around that charactorization. It is a great "rule of thumb" methodology which allows you to tailor your actions as a leader for the individual in a quick analyzation. It is also a versatile/flexabil theory in that you can always change your style instantly as you get to know the individual better.
The situational leadership model is based on certain assumptions. One of these assumptions is that there are different levels (or situations) in which a leadership style is played out. In the same way that there are four different levels of readiness on the part of staff or “followers”, there are also four leadership styles. On the whole it is the level that the followers are to be found that is most important element in the equation when a leadership style is seen to be to be the appropriate style and is chosen from among four possible styles. According to this idea leaders can choose to lead in
This situational leadership theory is a great assessment to evaluate how people respond to working and being led in groups. The four situational leadership theory are telling, selling, participating, and delegating (Northouse, 2013).
The four leadership styles within the situational leadership model are: Directing style: Leaders at this stage increases the motivation in each team member. Whenever there comes a point when a team member thinks that they can’t get a job done the leader come through and direct them in the right direction. They are able to point the team member on the right path to accomplish their task.
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
It has been a main factor in development and training programs (Hersey et al., 2001). Situational leadership theory is based on how people respond to working and being led in groups.