Situational Leadership Essay

SITUATIONAL LEADERSHIP Salve Aguilar West Coast University Leadership LDR 432 Ms. Joni Gaynor September 19, 2015 Situational Leadership Northouse’s situational leadership exemplifies us four different situations to determine our leadership styles as we respond to different development levels of the team members. Firstly, situation 11 reflects high competence and high commitment development level (D4). Since the member is experienced and motivated to do the job, it is rightful that I assign

(Leonard, 2017). Leadership Theories There are a multitude of different leaderships theories and some of the current leadership theories model older version in history. To go over them all could sound a little redundant as many have similar concepts. I would like to discuss three contemporary leadership theories that have been most influential in my experience and what I would like to strive to become better at. The three theories are Servant, Authentic and Situational leadership. Not just one of

Situational and Authentic leadership are increasingly important skills to possess in today’s era of technological changes and availability and flow of information we have in this day and age. Leaders today must be able to adjust their leadership styles to the whatever situation arises as well as to the people who they are leading. Leaders are not limited to just use one style in one situation, being able to adapt appropriate styles to different situations will influence and help a leader succeed

Situational Leadership The situational leadership theory, developed by Hersey and Blanchard (1988), centers on the idea that a successful leader is one who adapts their leadership style to fit different situations. According to Northouse (2012), the situational leadership model focuses on a leader’s ability to “match their style to the competence and commitment of their subordinates” (p. 99). Hersey and Blanchard (1988) indicated that there were four main leadership syles: directing, coaching, supporting

is important for any leader, not to apply the same leadership style in every situation (Northouse, 2015). This is due to the fact that all followers under any leadership behavior, may have different competencies (skills) level, confidence (commitment) level, cultural background, and mind-sets that could affect their productivity, if it is not properly matched by their leader’s behavior. Leaders’ who continuously apply one dimensional leadership behavior, may not realize the costs that they have directly

Table of Contents 1. INTRODUCTION .................................................................................................... 2 2. HERSEY’S AND BLANCHARD’S SITUATIONAL LEADERSHIP MODEL ........... 3 3. SITUATIONAL LEADERSHIP & HOFSTEDE’S CULTURAL DIMENSIONS ........ 4 A.I.M. A Cultural Contingency Approach to Situational Leadership 3.1. Power Distance...............................................................................................................4 3.2. Individualism ........

INTRODUCTION TO SITUATIONAL LEADERSHIP Situational leadership can be defined as a concept that helps understand leadership in terms of changing environment. Situational leadership theory was developed in 1969 by Paul Hersey and Ken Blanchard. This type of leadership depends upon each individual situation. This theory requires an individual to analyse the needs according to a particular situation and then act towards it. Ability or maturity of the followers are equally important than leader who leads

Developed by Professor Paul Hersey and Ken Blanchard in the 1970s, The Hersey and Blanchard Model is defined as “a situational leadership model which suggests that there is no single optimal leadership style, and successful leaders adjust their styles based on follower maturity” (Investopedia, n.d.). This represents a direct link to my management style, as I consciously tailor a customized approach to every new task, based upon the scope of the challenge, the resources at my disposal, and the skillsets

SITUATIONAL LEADERSHIP THEORY AND ORGANIZATIONAL LEADERSHIP 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. Situational leadership is useful and relevant in developing an effective leadership culture because it allows

analyze the situational approach and contingency theories of leadership. As looked through various theories, I found the situational approach theory and the contingency theory to be particularly interesting. As the eldest sibling, I have always thought of myself as some type of “leader”, often making decisions and taking the initiative. As I grew older, I realized that there were situations where there were people better prepared for various challenges. Consequently, I found myself in leadership positions