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Situational ApproachChapter 5

How do followers fit into the leadership equation? LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 1Overview Situational Approach Perspective Leadership Styles Developmental Levels How Does the Situational Approach Work?Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.2 LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 2Situational Approach Description (Hersey & Blanchard, 1969)Focuses on leadership in situations_emphasizes adapting style-different situations demand different kinds of leadershipUsed extensively in organizational leadership training and developmentLeaders match their style to the competence and commitment of subordinates__3Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Perspective LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 3Situational Approach Description, contd (Hersey & Blanchard, 1969)Comprised of both a _directive dimension & & supportive dimension:Each dimension must be applied appropriately in a given situationLeaders evaluate employees to assess their _competence and commitment to_perform a given task4Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Definition LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 4Leadership StylesLeadership style - the behavior pattern of an individual who attempts to influence others It includes both: directive(task) behaviors___ __supportive (relationship)behaviors__5Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Definition LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 5Leadership Styles cont_directive behaviors____ - Help group members in goal achievement via _one-way communication _ through:Giving directionsEstablishing goals & how to achieve themMethods of evaluation & time linesDefining roles6Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Dimension Definition LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 6Leadership Styles, contd._supportive-behaviors - Assist group members via _two-way communication_in feeling comfortable with themselves, co-workers, and situationAsking for inputProblem solving Praising, listening7Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Dimension Definitions LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 7Development LevelsThe degree to which subordinates have the competence and commitment necessary to accomplish a given task or activityDefinitionDimension DefinitionsD1Low CompetenceHigh CommitmentD2Some CompetenceLow CommitmentD3Mod-High CompetenceLow CommitmentD4High CompetenceHigh CommitmentD4D3D2D1DevelopedDevelopingHighModerateLowDevelopmental Level of Followers8Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 8What are Competence and Commitment?Competence: mastery of skills___ necessary to complete the task

Commitment: positive attitude toward the work, _motivation and confidence _ in doing the work.Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.9 LEADERSHIP THEORY AND PRACTICE SIXTH EDITION S1 directing styleLeader focuses communication on goal achievementSpends LESS time using supportive behaviorsS 1

High directive_Low __supportive_d10Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Directing LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 10S2 - _coaching style___________________Leader focuses communication on BOTH goal achievement and supporting subordinates socioemotional needsRequires leader involvement through encouragement and soliciting subordinate inputS 2

high_Directive_high_Supportive

11Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Coaching LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 11S3 - __supporting style________________Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing the taskLeader _delegates day-to-day decision-making control__, but is available to facilitate problem solvingS 3

High SupportiveLow Directive12Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Supporting LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 12S4 -_delegating style___Leader offers LESS task input and social support; facilitates subordinates confidence and motivation in relation to the taskLeader lessens involvement in planning, control of details, and goal clarificationGives subordinates control and refrains from intervention and unneeded social supportS 4

Low SupportiveLow Directive13Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Delegating LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 13 Focus of Situational Approach Strengths Criticisms ApplicationHow Does the Situational Approach Work? LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 14Situational ApproachAssumes that subordinates vacillate along the developmental continuum of competence and commitmentLeader effectiveness depends on -assessing subordinates developmental position, and adapting his/her leadership style to match subordinate developmental level The Situational approach requires leaders to demonstrate a strong degree of flexibility.15Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Focus LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 15How Does The Situational Approach Work?Using SLII model In any given situation the Leader has 2 tasks:16Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.1st Task2nd TaskDiagnose the SituationIdentify the developmental level of employeeAsk questions like:What is the task subordinates are being asked to perform? How complicated is it?What is their skill set?Do they have the desire to complete the job?Adapt their StyleTo prescribed Leadership style in the SLII modelLeadership style must correspond to the employees development level LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 16 How Does The Situational Approach Work?

D1Low CompetenceHigh CommitmentS1 DirectingHigh Directive-Low SupportiveD4High CompetenceHigh CommitmentS4 DelegatingLow Supportive-Low DirectiveD3Mod-High CompetenceLow CommitmentS3 SupportingHigh Supportive-Low DirectiveD2Some CompetenceLow Commitment S2 Coaching High Directive-High Supportive17Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc.Employees Developmental levelLeadersLeadership style LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 17 SummaryMust accurately assess D level in order to choose the best leader behavior_as Development level changes, leaders must adjust their behaviors_Assessing commitment may be difficultAssessing competence may be easierDifferent situations may call for different leader behaviors because follower D level may change LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 18StrengthsMarketplace 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.19Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 19Strengths, contd.Leader flexibility. Situational leadership stresses that effective leaders are those who can change their style 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.

20Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 20CriticismsLack of an empirical foundation raises theoretical considerations regarding the validity of the approach.Further research is required to determine how commitment and competence are conceptualized for each developmental level.Conceptualization of commitment itself and why it varies is very unclear.Replication studies fail to support basic prescriptions of situational leadership model.21Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 21Commitment is not well defined-Blanchard said its about confidence and motivationbut how? Why? And how does that affect D-level and also potentially competence. And why do subordinates at D2 and D3 drop in commitment level? (no real research to account for this.Criticisms, contd.Does not account for how particular demographics influence the leader-subordinate prescriptions of the modelFails to adequately address the issue of one-to-one versus group leadership in an organizational settingQuestionnaires are biased in favor of situational leadership22Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 22ApplicationOften used in consulting because its easy to conceptualize and applyStraightforward nature makes it practical for managers to applyBreadth of situational approach facilitates its applicability in virtually all types of organizations and levels of management in organizations23Northouse - Leadership Theory and Practice, Sixth Edition 2012 SAGE Publications, Inc. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 23