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Week4 S2

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23 views

Week4 S2

Uploaded by

awsaljama
Copyright
© © All Rights Reserved
Available Formats
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Leadership for Change

Week 4: Session 2
Learning Outcomes: On completion of the class
students will be able to:
 Define what is the Situational Approach to
Leadership

 Understand different studies in this area

 Identify and analyse theories related to situational


approach

 Explain 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
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
Hersey & Blanchard

5
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
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
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
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S1 - Directing Style

• Leader focuses communication on goal


achievement

• Spends LESS time using supportive behaviors


S2 - Coaching Style

• Leader focuses communication on BOTH goal


achievement and supporting subordinates’
socioemotional needs
• Requires leader involvement through encouragement
and soliciting subordinate input
S3 - 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
S4 - 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

Depends on the 2 C’s

The degree to which followers have the competence


and commitment necessary to accomplish a given task
or activity
How Does the Situational Approach
Work?
 Focus of Situational
Approach
 Strengths

 Criticisms

 Application

15
Situational Approach
Focus
• Assumes that subordinates vacillate “The situational
along the developmental continuum approach requires
of competence and commitment leaders to
• Leader effectiveness depends on -
demonstrate a strong
• assessing subordinate’s
developmental position, and
degree of flexibility.”
• adapting his/her leadership style
to match subordinate
developmental level
How Does The Situational Approach Work?
Using SLII® model – In any given situation the leader has two tasks:

1st Task 2nd Task


Diagnose the Situation Adapt Style
Identify the developmental level of To prescribed Leadership style in
employee the SLII ® model
Ask questions like: • Leadership style must
• What is the task subordinates are correspond to the employee’s
being asked to perform? development level
• How complicated is it?
• What is their skill set?
• Do they have the desire to complete
the job?
How Does the Situational Approach Work?

Employee’s Developmental Level


• Competence
• Commitment

Leader’s Leadership Style


• Directive
• Supportive
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.
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.
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.
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®.
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
Questions

• What did we learn • Reflect on your leader,


today? how does he lead? Is he
directive or supportive?

• Focus on people or
focus on task or both?

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