Situational Leadership

Situational Leadership AGED 3153

Leaders don't force people to follow -they invite them on a journey. ~ Charles S. Lauer

Overview    

Situational approach perspective Leadership styles Developmental levels How does the situational approach work?

Situational Approach Perspective 

Hersey & Blanchard– 1969 

Reddins 3-D management style theory

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Leader-focused



Different situations require different leadership

Situational Approach 

What are the two dimensions?  



Effective leaders 

recognize what employees need  



assess competence and commitment skills and motivation vary over time

adapt their own style to meet those needs

Situational Approach 

Blanchard & Blanchard et al.—1985 

Situational Leadership II (SLII) Model



Two parts 

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Leadership style Development level

Leadership Styles 

Behavior pattern of an individual who attempts to influence others. 

Developmental Levels 

Degree to which sub. have the competence & commitment to accomplish a given task/activity.

S1, S2, S3, S4  S3

D1, D2, D3, D4

S2

D4 S4

S1

D3

D2

D1

The Four Leadership Styles Supportive Behavior

High

High Supportive Low Directive

High Directive High Supportive

Low Supportive Low Directive

High Directive Low Supportive

Low

Directive Behavior D4 High

D3 D2 Moderate

High D1 Low

S1– Directive Style 

S1 Directing High Directive Low Supportive

Leader: 

Focuses communication on goal achievement



Spends less time using supportive behaviors



Goal achievement instructions 



what and how close supervision

S2– Coaching Style 

Leader: 



S2 Coaching High Directive High Supportive

focuses communication on: 

goal achievement supporting subordinates’ socioemotional needs



involvement through encouragement and soliciting subordinate input



still makes final decision

S3– Supporting Style 

S3 Supporting

Leader: 

does not focus solely on goals



uses supportive behaviors to bring out follower’s skills  

High Supportive Low Directive

 



listening praising asking for input providing feedback

delegates day-to-day decisionmaking control

S4– Delegating Style 

S4 Delegating

Leader: 

offers less task input and social support



Lessens involvement in: 

Low Supportive Low Directive

 

planning control of details goal clarification



Gives subordinates control



Refrains from intervention and unneeded social support

Developmental Levels D1

Competence Commitment

Low High

D2

Competence Commitment

Some Low

D3

Competence Commitment

Mod./ high Low

D4

Competence Commitment

High High

Indicators     

Experience Related skills Intelligent & can think through problems Can find & use resources Self-directed

    

Interest in activity Volunteers for the activity Discussion with others Positive attitude toward group Follows through

Situational Leadership Continued AGED 3153

Treat people as if they were what they ought to be and you help them to become what they are capable of being. ~Johann Wolfgang Von Goethe

How does the situational approach work?

Focus 

Followers move forward and backward 



Effective leaders  



Along the developmental continuum

diagnose where subordinates are on the developmental continuum adapt his/her leadership style to the prescribed style

Leaders must be flexible in their leadership behavior

Situation Evaluation Questions 

What is the task that subordinates are being asked to perform?



How complicated is the task?



Are the subordinates sufficiently skilled to accomplish the task?



Do they have the desire to complete the job once they start?

What are some situational leadership strengths?

What are some criticisms of the situational approach?

How could you apply the situational approach?

Application 

Useful in consulting   

applicable to everyone during all project stages in any type of organization