LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Situational Approach

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Situational Approach Chapter 5

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Overview ÷Situational Approach Perspective ÷Leadership Styles ÷Developmental Levels ÷How Does the Situational Approach Work? Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 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 Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 3

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Situational Approach Description, cont’d (Hersey & Blanchard, 1969) Definition ÷ Comprised 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 Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 4

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 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 Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 5

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Leadership Styles – con’t 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 Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 6

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Leadership Styles, cont’d. 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 Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 7

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION S 1 - Directing Style Directing S 1 ÷ Leader focuses communication on goal achievement High Directive ÷ Spends LESS time Low Supportive using supportive behaviors Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 8

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION S 2 - Coaching Style ÷ Leader focuses S 2 Coaching High Directive High Supportive communication on BOTH goal achievement and supporting subordinates’ socioemotional needs ÷ Requires leader involvement through encouragement and soliciting subordinate input Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 9

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION S 3 - Supporting Style 10 ÷ Leader does NOT focus S 3 Supporting High Supportive Low Directive solely on goals; uses supportive behaviors to bring out employee skills in accomplishing the task ÷ Leader delegates day-to-day decision-making control, but is available to facilitate problem solving Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION S 4 - Delegating Style 11 ÷ Leader offers LESS task Delegating S 4 Low Supportive Low Directive 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 Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Development Levels Definition Dimension Definitions The degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity High D 4 Low Competence High Commitment D 2 Some Competence Low Commitment D 3 Mod-High Competence Low Commitment D 4 High Competence High Commitment Moderate D 3 Developed D 1 Low D 2 D 1 Developing Developmental Level of Followers Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 12

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION How Does the Situational Approach Work? ÷ Focus of Situational Approach ÷ Strengths ÷ Criticisms ÷ Application

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 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 “The Situational approach requires leaders to demonstrate a strong degree of flexibility. ” Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 14

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 15 How Does The Situational Approach Work? Using SLII model – In any given situation the Leader has 2 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? 2 nd Task Adapt their Style To prescribed Leadership style in the SLII model • Leadership style must correspond to the employee’s development level Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION How Does The Situational Approach Work? Employee’s Developmental level Leader’s Leadership style D 1 Low Competence High Commitment S 1 – Directing High Directive-Low Supportive D 2 Some Competence Low Commitment S 2 – Coaching High Directive-High Supportive D 3 Mod-High Competence Low Commitment S 3 – Supporting High Supportive-Low Directive D 4 High Competence High Commitment S 4 – Delegating Low Supportive-Low Directive Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 16

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 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 Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 17

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Strengths, cont’d. ÷ 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. Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 18

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 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 situational leadership model. Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 19

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Criticisms, cont’d. ÷ Does not account for how particular demographics influence the leadersubordinate 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 Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 20

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 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 Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. 21