The Hersey-Blanchard Situational Leadership Theory

548 WordsFeb 2, 20182 Pages
The Hersey-Blanchard Situational Leadership Theory was created by Dr Paul Hersey, author of "The Situational Leader," and Ken Blanchard, author of "One-Minute Manager”. The theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. Using this theory, leaders should be able to place more emphasis on the task and relationships with the people they're leading, depending on what's needed to get the job done successfully. In situational leadership, the style may change in order to meet the needs of others in the organization based on the situation. The theory categorizes leadership styles on four behavioral types: Telling (one way communication in which the leader provides some direction), Selling (two way communication in which the leader directs and influences the followers to buy into the process), Participating (the leader works with the team and shares decision-making responsibilities) and Delegating (the responsibilities are passed to the followers but the leader stays involved to monitor the progress). The concept of transformational leadership was initially introduced by James Macgregor Burns. According to Burns, transformational leadership can be seen when "leaders and followers make each other advance to a higher level of morality and motivation." The theory was further developed by Bernard M. Bass in his book ‘Leadership and performance
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