MGT1250 Module 5- Situational Approach

Situational Approach

MGT1250 Module 5

Situational Approach Description- Hersey & Blanchard, 1969

• "Leaders match their style to the competence and commitment of subordinates”

• Focuses on leadership in situations

• Emphasizes adapting style- different situations demand different kinds of leadership

• Used extensively in organizational leadership training and development

Situational Approach Definition

• Composed of both a directive dimension & supportive dimension:

• Each dimension must be applied appropriately in a given situation

• Leaders evaluate employees to assess their competence and commitment to perform a given task

Situational Approach Definition Cont.

• Leadership style - the behavior pattern of an individual who attempts to influence others 

• Includes both:

• Directive (Task) Behaviors

• Supportive (Relationship) Behaviors

Leadership Styles- Dimension Definitions

• Directive behaviors- Help group members in goal achievement via one-way communication through:

• Giving directions

• Establishing goals & how to achieve them

• Methods of evaluation & time lines

• Defining roles

Leadership Styles- Dimension Definitions

• Supportive behaviors - Assist group members via two-way communication in feeling comfortable with themselves, co-workers, and situation

• Asking for input

• Problem solving

• Praising, listening

Multiple Choice

Who focused on leaders matching their styles to the competence and commitment of employees?

• Katz

• Blake and McCanse

• Hersey and Blanchard

• Stogdill

Situational Leadership

Leadership Styles

Style 1- Directing Style

• High directive, low supportive style

• Leader focuses communication on goal achievement achievement

• Spends LESS time using supportive behaviors behaviors

• Leader communicates how goals are to be achieved and supervises closely

• Low competence, high commitment

Style 2- Coaching Style

• High Directive, High supportive style

• Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs

• Requires leader involvement through encouragement and soliciting subordinate input

• Leader still makes the final decision of the WHAT and HOW of goal achievement

• Low to some competence, low commitment

Style 3- Supporting Style

• Low directive, high supportive style

• Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing tasks

• Leader gives followers control of day-to-day decision-making but is available to facilitate problem solving

• Moderate to high competence, variable commitment

Style 4- Delegating Style

• Low directive, low supportive style

• Leader offers LESS task input and social support; facilitates subordinates’ confidence and motivation in relation to the task

• Leader lessens involvement in planning, control of details, and goal clarification

• Gives subordinates control and refrains from intervention and unneeded social support

• High competence, high commitment.

Development Levels

• The degree to which followers have the competence and commitment necessary to accomplish a given task or activity

Multiple Choice

Style 2 is low directive and low supportive.

• True

• False

Multiple Choice

You communicate well with your followers by encouraging their work and helping them plan out their daily tasks. Which leader behavioral style are you using?

• Supporting

• Directing

• Delegating

• Coaching

Situational Approach

• The situational approach requires leaders to demonstrate a strong degree of flexibility.

• Leader effectiveness depends on:

• Assessing subordinate’s developmental position

• Adapting his/her leadership style to match subordinate developmental level

Strengths

• Marketplace approval. Situational Leadership® is perceived as providing a credible model for training employees to become effective leaders.

• Practicality. Situational Leadership® is a straightforward approach that is easily understood and applied in a variety of settings.

• Prescriptive value. Situational Leadership clearly outlines what you should and should not do in various settings

Strengths Cont.

• Leader flexibility. Situational Leadership stresses that effective leaders are those who can change their styles based on task requirements and subordinate needs.

• Differential treatment. Situational Leadership is based on the premise that leaders need to treat each subordinate according to his/her unique needs.

Criticisms

• Conceptualization of commitment itself and why it varies is very unclear

• Replication studies fail to support basic prescriptions of the Situational Leadership

• Fails to adequately address the issue of one-to-one versus group leadership in an organizational setting

• Questionnaires are biased in favor of Situational Leadership

Multiple Choice

Which of the following statements best describes Situational Leadership®?

• Different situations demand different kinds of leadership

• Leadership is directive

• Leaders must adapt to the situation, but not to the followers

• Specific leaders are needed in specific situations

Multiple Choice

Situational Leadership® requires the clear recognition of subordinate needs.

• True

• False