Chapter 5 Situational Approach Overview Video Situational Leadership

Chapter 5: Situational Approach

Overview Video: Situational Leadership: Dr Paul Hersey Situational Leadership® , 5 minutes https: //www. youtube. com/watch? v=l. IPK 9 APa. Bnk • • Video: Ken & Scott Blanchard Situational Leadership II , 3 minutes https: //www. youtube. com/watch? v=a. DH pyr 6 nlw. Q.

Introductory videos Northouse on Situational Leadership, 21 minutes: https: //www. youtube. com/watch? v=ou-z. Cb 2 Icm 4 Northouse on Path-Goal Model, 17 minutes: https: //www. youtube. com/watch? v=IKFu. Lt. Vxw 20 Northouse--Leadership, 7 th Edition 3

Overview ÷ Situational Approach Perspective ÷ Leadership Styles ÷ Developmental Levels ÷ How Does the Situational Approach Work? .

Situational Approach Description (Hersey & Blanchard, 1969) “Leaders match their style to the competence and commitment of subordinates” Perspective • Focuses on leadership in situations • Emphasizes adapting style - different situations demand different kinds of leadership • Used extensively in organizational leadership training and development . Northouse--Leadership, 7 th Edition 5

Situational Approach Description, cont’d (Hersey & Blanchard, 1969) 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 . Northouse--Leadership, 7 th Edition 6

Leadership Styles Definition • Leadership style - the behavior pattern of an individual who attempts to influence others It includes both: Directive (task) behaviors • Supportive (relationship) behaviors • . Northouse--Leadership, 7 th Edition 7

Leadership Styles Dimension Definition • 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 . Northouse--Leadership, 7 th Edition 8

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 . Northouse--Leadership, 7 th Edition 9

S 1 - Directing Style • Leader focuses communication on goal achievement • Spends LESS time using supportive behaviors .

S 2 - Coaching Style • Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs • Requires leader involvement through encouragement and soliciting subordinate input .

S 3 - Supporting Style • Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing tasks • Leader delegates day-to-day decision-making control but is available to facilitate problem solving .

S 4 - Delegating 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 .

Development Levels The degree to which followers have the competence and commitment necessary to accomplish a given task or activity . Northouse--Leadership, 7 th Edition 14

How Does the Situational Approach Work? ÷ Focus of Situational Approach ÷ Strengths ÷ Criticisms ÷ Application .

Situational Approach Focus • Assumes that subordinates vacillate along the developmental continuum of competence and commitment • Leader effectiveness depends on • assessing subordinate’s developmental position, and • adapting his/her leadership style to match subordinate developmental level . Northouse--Leadership, 7 th Edition “The situational approach requires leaders to demonstrate a strong degree of flexibility. ” 16

How Does The Situational Approach Work? Using SLII® model – In any given situation the leader has two tasks: 1 st Task Diagnose the Situation Identify the developmental level of employee Ask 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? . Northouse--Leadership, 7 th Edition 2 nd Task Adapt Style To prescribed Leadership style in the SLII ® model • Leadership style must correspond to the employee’s development level 17

How Does the Situational Approach Work? Employee’s Developmental Level • Competence • Commitment Leader’s Leadership Style • Directive • Supportive . Northouse--Leadership, 7 th Edition 18

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. . Northouse--Leadership, 7 th Edition 19

Strengths • 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. . Northouse--Leadership, 7 th Edition 20

Criticisms • Lack 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 the Situational Leadership® model. . Northouse--Leadership, 7 th Edition 21

Criticisms • Does not account for how particular demographics influence the leader-subordinate prescriptions of the model • 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®. . Northouse--Leadership, 7 th Edition 22

Application • Often used in consulting because it’s easy to conceptualize and apply • Straightforward nature makes it practical for managers to apply • Breadth of situational approach facilitates its applicability in virtually all types of organizations and levels of management in organizations . Northouse--Leadership, 7 th Edition 23

Chapter 6: Path-Goal Theory

Overview ÷ Path–Goal Theory Perspective ÷ Conditions of Leadership Motivation ÷ Leader Behaviors & Follower Characteristics ÷ Task Characteristics ÷ How Does PGT Work? .

Path–Goal Theory (House, 1971) Description Definition ÷ Path–goal theory centers on how leaders motivate followers to accomplish designated goals ÷ Emphasizes the relationship between ÷ the leader’s style ÷ the characteristics of the followers ÷ the work setting . Northouse--Leadership, 7 th Edition 26

Path–Goal Theory (House, 1971) Description Perspective • Goal - To enhance employee performance and satisfaction by focusing on employee motivation • Motivational Principles (based on Expectancy Theory) - Followers will be motivated if they believe ÷ they are capable of performing their work ÷ that their efforts will result in a certain outcome ÷ that the payoffs for doing their work are worthwhile . Northouse--Leadership, 7 th Edition 27

Challenge to Leader • Use a leadership style that best meets followers’ motivational needs ÷ choose behaviors that complement or supplement what is missing in the work setting ÷ enhance goal attainment by providing information or rewards ÷ provide followers with the elements they need to reach their goals . Northouse--Leadership, 7 th Edition 28

Conditions of Leadership Motivation Leadership generates motivation when • It increases the number and kinds of payoffs followers receive from their work • Makes the path to the goal clear and easy to travel through with coaching and direction • Removes obstacles and roadblocks to attaining the goal • Makes the work itself more personally satisfying . Northouse--Leadership, 7 th Edition 29

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Leader Behaviors Directive Leadership • Leader who gives followers task instruction including: ÷ What is expected of them ÷ How task is to be done ÷ Timeline for task completion ÷ Clear standards of performance ÷ Clear rules & regulations .

Leader Behaviors Supportive Leadership Leader who is friendly and approachable: ÷ Attending to well-being & human needs of followers ÷ Using supportive behavior to make work environment pleasant ÷ Treating followers as equals & giving them respect for their status .

Leader Behaviors Participative Leadership • Leader who invites followers to share in the decision making: ÷ Consults with followers ÷ Seeks their ideas & opinions ÷ Integrates their input into group/organizational decisions .

Leader Behaviors Achievement-Oriented Leadership • Leader who challenges followers to perform work at the highest level possible: ÷ Establishes a high standard of excellence for subordinates ÷ Seeks continuous improvement ÷ Demonstrates a high degree of confidence in followers’ ability to establish & achieve challenging goals .

Follower Characteristics Strong need for affiliation ÷ Friendly and concerned leadership is a source of satisfaction ÷ Supportive Leadership Preference for Structure ÷ Dogmatic & authoritarian • Leadership provides psychological structure, task clarity, & greater sense of certainty in work setting ÷ Directive Leadership . Northouse--Leadership, 7 th Edition 36

Follower Characteristics Desire for Control Internal locus of control ÷ Leadership that allows followers to feel in charge of their work & makes them an integral part of the decision-making process ÷ Participative Leadership External locus of control ÷ Leadership that parallels followers’ feelings that outside forces control their circumstances ÷ Directive Leadership .

Follower Characteristics Perception of their own ability – specific task ÷ As perception of ability and competence goes up, need for highly directive leadership goes down ÷ Directive leadership may become redundant, possibly excessively controlling .

Task Characteristics Components ÷ Design of followers’ task ÷ Organization’s formal authority system ÷ Primary work group of followers . Northouse--Leadership, 7 th Edition 39

Task Characteristics Task Situations Requiring Leader Involvement • Unclear and ambiguous - Leader needs to provide structure • Highly repetitive - Leader needs to provide support to maintain follower motivation • Weak formal authority - If formal authority system is weak, the leader needs to assist followers by making rules and work requirements clear • Nonsupportive/weak group norms - Leader needs to help build cohesiveness and role responsibility . Northouse--Leadership, 7 th Edition 40

Task Characteristics Obstacles • Anything in the work setting that gets in the way of followers ÷ They create excessive uncertainties, frustrations, or threats for followers ÷ Leader’s responsibility is to help followers by ÷ Removing the obstacles ÷ Helping followers around them • Assisting with obstacles will increase ÷ Followers’ expectations to complete the task ÷ Their sense of job satisfaction . Northouse--Leadership, 7 th Edition 41

How Does the Path–Goal Theory Work? ÷ Focus of Path–Goal Theory ÷ Strengths ÷ Criticisms ÷ Application .

How Does the Path–Goal Theory Work? ÷ The leader’s job is to help followers reach their goals by directing, guiding, and coaching them along the way ÷ Leaders must evaluate task and follower characteristics and adapt leadership style to these ÷ The theory suggests which style is most appropriate for specific characteristics .

Path–Goal Theory Approach Focus • Path–goal theory is a complex but also pragmatic approach • Leaders should choose a leadership style that best fits the needs of followers and their work . Northouse--Leadership, 7 th Edition Overall Scope • Path–goal theory provides a set of assumptions about how different leadership styles will interact with follower characteristics and the work situation to affect employee motivation 44

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Strengths • Useful theoretical framework. Path–goal theory is a useful theoretical framework for understanding how various leadership behaviors affect the satisfaction of followers and their work performance. • Integrates motivation. Path–goal theory attempts to integrate the motivation principles of expectancy theory into a theory of leadership. • Practical model. Path–goal theory provides a practical model that underscores and highlights the important ways leaders help followers. Northouse--Leadership, 7 th Edition 46

Criticisms • Interpreting the meaning of theory can be confusing because it is so complex and incorporates so many different aspects of leadership; consequently, it is difficult to implement. • Empirical research studies have demonstrated only partial support for path–goal theory. • It fails to adequately explain the relationship between leadership behavior and worker motivation. • The path–goal theory approach treats leadership as a one-way event in which the leader affects the follower. . Northouse--Leadership, 7 th Edition 47

Application • PGT offers valuable insights that can be applied in ongoing settings to improve one’s leadership. • Informs leaders about when to be directive, supportive, participative, or achievement oriented. • The principles of PGT can be employed by leaders at all organizational levels and for all types of tasks. . Northouse--Leadership, 7 th Edition 48

Case Study • https: //www. youtube. c om/watch? v=dz. Vwn. Pj_ na 8 • 13 minutes • 3 shifts, 3 supervisors Northouse--Leadership, 7 th Edition 49

Developed from information provided by Jill L. Laster, Penn. State University, 2015 Similarities of Path-Goal Theory and Situational Leadership Northouse--Leadership, 7 th Edition 50

The Path-Goal Theory and The Situational Approach • The Situational Approach to leadership teaches us that leadership is a changing, fluid role that should adapt to the development stage of the subordinate. • Leadership styles in the situational approach are also flexible based on needs and include directing, coaching, supporting, and delegating. Northouse--Leadership, 7 th Edition 51

The Path-Goal Theory and The Situational Approach • In the Path-Goal Theory it is also the responsibility of the leader to assess each particular situation and be flexible enough in their leadership role to act with either directive, supportive, participative, or an achievement oriented leadership style based on the needs of their subordinates. Northouse--Leadership, 7 th Edition 52

Directive Leadership Sytle • Both approaches define directive leadership style as a role where there is a lot of direction given by the leader but not as much emotional support is given to the subordinate. • Jobs like assembly line workers, military, and construction would fall into this category. • These are jobs where it is very important to follow directions and not as important for the subordinate to have emotional support. Northouse--Leadership, 7 th Edition 53

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Supportive leadership is also a major style in both theories • Supportive leadership is one where a leader is highly supportive emotionally and less rigid about their directive behaviors. This is a more relaxed atmosphere where there is more interaction between the leader and subordinate. • The leader works with the subordinate and encourages feedback and the leader is much more respectful of the “person” behind the job. • A good example of this would be a job at Google. There are many leaders but they trust the subordinate to complete the job and take more care in supporting their staff. Northouse--Leadership, 7 th Edition 55