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Chapter 5 - Situational Approach

Leadership

Northouse, 4th edition

Chapter 5 - Situational Approach

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Chapter 5 - Situational Approach

Situational Approach Perspective Leadership Styles

Developmental Levels

How Does the Situational Approach Work?

Overview

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Chapter 5 - Situational Approach

Situational Approach Description

(Hersey & Blanchard, 1969)

Focuses on leadership in situations

Emphasizes adapting style - different

situations demand different kinds ofleadership

Used extensively in organizationalleadership training and development

Perspective

Leaders match their style to the competence and

commitment of subordinates

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Chapter 5 - Situational Approach

Situational Approach Description,

contd (Hersey & Blanchard, 1969)

Definition

Comprised of both aDirectivedimension& Supportivedimension:

Each dimension must be applied

appropriately in a given situation Leaders evaluate employees to assess

their competence and commitment toperform a given task

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Chapter 5 - Situational Approach

Leadership style - the behavior pattern

of an individual who attempts to

influence others

It includes both:

Directive (task) behaviors

Supportive (relationship) behaviors

Definition

Leadership Styles

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Chapter 5 - Situational Approach

Leadership Styles, contd.

Dimension Definitions

Direct ive behavio rs- Help group

members in goal achievement viaone-way commun icat ionthrough:

Giving directions

Establishing goals & how to achieve them

Methods of evaluation & time lines

Defining roles

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Chapter 5 - Situational Approach

Leadership Styles, contd.

Dimension Definitions

Support ive behaviors- Assist group

members via two-waycommunica t ionin feelingcomfortable with themselves, co-workers, and situation

Asking for input

Problem solving

Praising; listening

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Chapter 5 - Situational Approach

S1 - Directing Style

Leader focuses

communication on goal

achievementSpends LESStime using

supportive behaviorsHighDirectiveLow Supportive

S 1

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Chapter 5 - Situational Approach

S2 - Coaching Style

Leader focuses

communication on BOTH

goal achievement and

supporting subordinatessocioemotional needs

Requires leader involvement

through encouragement and

soliciting subordinate input

High Directive

High Supportive

S 2

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Chapter 5 - Situational Approach

S3 - Supporting Style

Leader does NOTfocus

solely on goals; rather the

leader uses supportive

behaviors to bring outemployee skills in

accomplishing the task

Leader delegates day-to-day

decision-making control, butis available to facilitate

problem solving

High Supportive

Low Directive

S 3

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Chapter 5 - Situational Approach

S4 - Delegating Style

Leader offers LESStaskinput and social support;facilitates subordinates

confidence and motivationin relation to the task

Leader lessensinvolvement in planning,control of details, and goal

clarificationGives subordinates control

and refrains fromintervention and unneededsocial support

LowSupportiveLow Directive

S 4

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Chapter 5 - Situational Approach

Development Levels

The degree to which

subordinates have

the competenceand

commi tmentnecessary to

accomplish a given

task or activity

Definition Dimension Definitions

D1LowCompetence

HighCommitment

D2

SomeCompetence

LowCommitment

D3Mod-HighCompetence

LowCommitment

D4

HighCompetence

HighCommitment

D4 D3 D2 D1

Developed Developing

High Moderate Low

Developm ental Level Of Fol lowers

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Chapter 5 - Situational Approach

How Does the

Situational Approach

Work?

Focus of Situational Approach

Strengths

Criticisms Application

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Chapter 5 - Situational Approach

Situational Approach

Centered on the ideasubordinatesvaci l latealongthe developmental continuum

of competence andcommitment

Leader effectivenessdepends on -

assessingsubordinatesdevelopmental position, and

adaptinghis/her leadershipstyle to matchsubordinatedevelopmental level

Focus

The Situational

approach

requ ires leaders

to demonstrate

a strong degree

of f lexib i l ity .

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Chapter 5 - Situational Approach

1st Task 2nd Task

Diagnose the Situat ion

Identify the developmentallevel of employee

Ask quest ions l ike:

-What is the tasksubordinates are being

asked to perform?

- How complicated is it?

-What is their skill set?

- Do they have the desire

to complete the job?

Using the SLII model

In any given situation the Leader has 2 tasks:

Adapt their Style

To prescribed Leadershipstyle in the SLII model

Leadership sty le mu st

correspond to the

employees

development level

How Does The Situational Approach Work?

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Chapter 5 - Situational Approach

Employees

Developmental level

D1 LowCompetence

HighCommitment

D2 SomeCompetence

LowCommitment

D3 Mod-HighCompetence

LowCommitment

D4 HighCompetence

HighCommitment

Leaders

Leadership style

How Does The Situational Approach Work?How Does The Situational Approach Work?

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Chapter 5 - Situational Approach

Strengths

Marketp lace app roval. Situational leadership isperceived as providing a credible model for

training employees to become effective leaders.Practical i ty. Situational leadership is a

straightforward approach that is easily understoodand applied in a variety of settings.

Presc ript ive value. Situational leadership clearlyoutlines what you should and should not do invarious settings.

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Chapter 5 - Situational Approach

Strengths, contd.

Leader f lexibi l i ty. Situational leadershipstresses that effective leaders are those who

can change their style based on taskrequirements and subordinate needs.

Differen tial treatment. Situational leadership isbased on the premise that leaders need to treat

each subordinate according to his/her uniqueneeds.

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Chapter 5 - Situational Approach

Criticisms

Lack of an empir ical foundationraisestheoretical considerations regarding theval idi tyof the approach

Further research is required to determine howcommi tmentand competenceareconceptualized for each developmental level

Conceptual izat ionof commitment itself is veryunclear

Replication studies fai lto support basicprescr ipt ionsof situational leadership model

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Chapter 5 - Situational Approach

Criticisms, contd.

Does notaccount for how particular

demographics inf luencethe leader-

subordinate prescriptions of the model

Fails toadequatelyaddress the issue of one-

to-one versusgroup leadership in an

organizational setting

Questionnaires are biased infavorof

situational leadership

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Chapter 5 - Situational Approach

Application

Often used in consultingbecause its easy toconceptualize and apply

Straightforward nature

makes it practical formanagers to apply

Breadth of situationalapproach facilitates itsapplicability in virtually alltypes of organizations andlevels of management inorganizations