Situational Leadership

Situational Leadership AISE 3803

Objectives z z z

Describe situational leadership theory. Examine several situation leadership theories in practice. Practice the application of situational leadership.

Question z

When does the situation determine the leadership style?

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Carpe Diem

Situational Leadership Theory z

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The overall situational leadership approach suggests that the leader must act in a flexible manner to be able to diagnose the leadership style appropriate to the situation, and to be able to apply the appropriate style. Leaders are not a special breed or born, rather that individuals must develop their capabilities for leadership by serving in groups that are functional.

Situational Leadership Theory z

Situational Leadership attempts to explain effective leadership within the context of the larger situation in which it occurs. – – – –

Fiedler’s Contingency Theory. House’ Path-Goal Theory. Vroom and Yetton’s Normative Theory. Hersey and Blanchard’s Situational Leadership Theory.

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Fiedler’s Contingency Theory z

The situational contingency theory proposes that the effectiveness of a leader or the organization is contingent on two elements: – –

The leaders’ motivational structures or leadership style. The degree to which the leadership situation provides the leader with control and influence over the outcomes.

Fiedler’s Contingency Theory z

Two leadership styles were proposed: – –

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Task-oriented. Person-oriented.

Whether the person-oriented or task-oriented is expected to be more effective depends on the favorableness of certain factors: – – –

The favorableness of the leader-match relations. The degree to which the tasks performed by the group were structured. The leader’s position.

Fiedler’s Contingency Theory z

Leadership styles and situational control can be matched either by changing the leader’s personality or by changing the individual’s situational control in order to affect organization or group performance.

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House’s Path-Goal Theory z

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House suggests that the leader should make desired rewards available (goal) and clarify for the subordinate the kinds of behavior that will lead to the reward (path). The theory proposes four types of leader behavior and two situational variables.

House’s Path-Goal Theory z

Four types of leader behavior: –

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Directive leadership- characterized by a leader who informs subordinates what is expected of them and provides specific guidance. Supportive Leadership- characterized by a leader who is friendly and approachable and shows concerns for the status, well-being, and personal needs of the subordinates.

House’s Path-Goal Theory z

Four types of leader behavior: –

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Achievement-oriented leadership- characterized by a leader who sets challenging goals, expected subordinates to perform at best, and shows confidence that subordinates will perform well. Participative leadership- characterized by a leader who consults with subordinates and asks for their suggestions before making a decision.

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House’s Path-Goal Theory z

The two situational variables are: –

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Subordinate characteristics- which includes ability (for esteem and self-actualization) and personality traits (authoritarianism, close-mindedness). Task characteristics- which includes, simple versus difficult, stressful versus non-stressful, dull versus interesting, and safe versus dangerous tasks.

Vroom and Yetton’s Normative Theory z z z

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The normative theory offers guidelines on how decisions ought to be made in specific situations. Five decision-making methods ranging from highly autocratic to highly participative are identified. The appropriate method depends on the answer to seven questions relating to the problem being solved and subordinates involved. The first three protects the quality of the decision and final four enhance the subordinate acceptance.

Hersey & Blanchard’s Situational Theory z

Hersey & Blanchard developed a “two dimensional” model where it is possible to be high or low in both task and relation behavior.

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Situational Leadership z z

The framework of H&B is a function of three variables. Task Behavior: – –

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Relationship Behavior: – –

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Amount of direction demonstrated by the leader. Guidance a leader gives-task behavior. Amount of emotional support demonstrated by the leader. Relations behavior.

Maturity Level: – –

Ability of followers on a particular task. Readiness of followers to perform the task-maturity.

Situational Leadership

Situational Leadership z

Telling: – –

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Selling: – –

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Leader decides on course of action and sells it. High task, high relationship.

Participating: – –

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Leader decides on course of action and announces it. High task, low relationship.

Leader involves followers in the decision making process. High relationship, low task.

Delegating: – –

Leader allows followers to decide/implement. Low relationship, low task.

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Situational Leadership z z z z

Horizontal Axis: the leader’s concern for task behavior. Vertical Axis: the leader’s concern for relationship behavior. “Mature” followers respond to delegating and participating styles. “Immature” followers respond to telling and selling styles.

Situational Leadership

Situational Leadership Significance z

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Hersey & Blanchard’s theory provides a useful and understandable framework for situational leadership. The model suggests that there is no one best leadership style for all situations. Manager’s leadership style must be adaptable and flexible to meet the changing needs of employees and situation. – –

Know your style. Match your style to follower maturity and task situation.

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Applied Situational Leadership z

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Please identify four situations, either "real" or hypothetical, that you could be faced with in your current (or future) job, in which each of the four behavior styles would be most appropriate: S1 - High task, low relationship, or "Telling." S2 - High task, high relationship, or "Selling." S3 - High Relationship, low task, or "Participating." S4 - Low task, low relationship, or "Delegating."

Lost on the Moon Items

Your Difference

Your Ranking

Expert Ranking

Group Ranking

Group Difference

Your Difference

Your Ranking

Expert Ranking

Group Ranking

Group Difference

Box of matches Food concentrate 50-feet of nylon rope Parachute silk Portable heating unit Two .45 caliber pistols One case dehydrated pet milk Two 100-lb. tanks of oxygen Stellar map (of the moon’s constellation) Life raft Magnetic compass Five gallons of water Signal flares First aid kit containing injection needles Solar-powered FM receiver-transmitter Totals

Lost on the Moon Items

Box of matches Food concentrate 50-feet of nylon rope Parachute silk Portable heating unit Two .45 caliber pistols One case dehydrated pet milk Two 100-lb. tanks of oxygen Stellar map (of the moon’s constellation) Life raft Magnetic compass Five gallons of water Signal flares First aid kit containing injection needles Solar-powered FM receiver-transmitter Totals

15 4 6 8 13 11 12 1 3 9 14 2 10 7 5

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Summary z z z z

Fielder’s Contingency Theory. House’s Path-Goal Theory. Vroom and Yetton Normative Theory. Hersey and Blanchard’s Situational Leadership Theory.

Evaluation z z z z

Quizzes Group projects Exams LIFE!

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