LEADERSHIP In SITUATIONAL

1. LEADERSHIP
IS
SITUATIONAL

2. Preview
Leadership
Leadership Theory
Leadership Styles
Leaders in some
situational case
Conclusion

3. What is leadership?
Influencing people
Commanding people
Guiding people
Leading people

4. LEADERSHIP DEFN…
The ability to influence a
group toward the
achievement of a vision or
set of goals.

6. Leadership Theories
Situational Leadership Model (Hersey and
Blanchard)
- Focuses on amount of guidance given
- Relationship oriented behavior
- Readiness level of individuals to perform
tasks
- Forms 4 possible leadership styles
- Appropriate style depends on subordinate
readiness combined with leader’s view of
performance

8. Situational Leadership
S1
SUPPORTIVEBEHAVIOR
DIRECTIVE BEHAVIORlow
high
high
- High Task
Directive
- High Relationship
Supportive
Behavior
S2
- Low Task Directive
- High Supportive
Relationship
Behavior
S3
S4
- High Task Directive
- Low Supportive
Relationship
Behavior
- Low Task Directive
- Low Supportive
Relationship
Behavior
FOLLOWER DEVELOPMENT READINESS
D4 D3 D2 D1

9. Situational Approach Description
 Focuses on leadership in situations
 Emphasizes adapting style - different
situations demand different kinds of
leadership
 Used extensively in organizational
leadership training and development
Perspective
“Leaders match their style to the
competence and commitment of
subordinates”

10. Selecting a Style
 Some people are motivated by reward .
 Some people are motivated by
punishment.
 Social systems work best with a chain
of command.
 When people have agreed to do a job, a
part of the deal is that they cede
authority to their leader.

11.  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

12. Leadership Styles, cont’d.
Dimension Definitions
 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

13. 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

14. S1 - Directing Style
 Leader focuses
communication on goal
achievement
 Spends LESS time using
supportive behaviors
High Directive
Low Supportive
S 1

15. S2 - Coaching Style
 Leader focuses
communication on BOTH
goal achievement and
supporting subordinates’
socioemotional needs
 Requires leader involvement
through encouragement and
soliciting subordinate input
High Directive
High Supportive
S 2

16. S3 - Supporting Style
 Leader does NOT focus solely
on goals; rather the leader
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
High Supportive
Low Directive
S 3

17. 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
Low Supportive
Low Directive
S 4

18. Leadership Styles
 Autocratic (Authoritarian)
 Bureaucratic
 Democratic
 Coercive
 Transactional
 Transformational
 Laissez-Faire

19. Autocratic (Authoritarian)
 Manager retains power
(classical approach)
 Manager is decision-
making authority
 Manager does not consult
employees for input
 Subordinates expected to
obey orders without
explanations
 Motivation provided
through structured
rewards and punishments

20. Bureaucratic
 Manager manages “by
the book¨
 Everything must be
done according to
procedure or policy
 If it isn’t covered by the
book, the manager
refers to the next level
above him or her
 Police officer more than
leader

21. Democratic
 Often referred to as
participative style
 Keeps employees
informed
 Shares decision
making and problem
solving responsibilities
 “Coach” who has the
final say, but…
 Gathers information
from staff members
before making
decisions

22. Coercive
 Power from a person’s
authority to punish
 Most obvious types of
power a leader has.
 Good leaders use
coercive power only as a
last resort:
 In today’s sophisticated
and complex workplace,
excessive use of
coercive power
unleashes unpredictable
and destabilizing forces
which can ultimately
undermine the leader
using it. You’re Fired!

23. Transactional
 Motivate followers by
appealing to their own
self-interest
 Motivate by the exchange
process.
 Focuses on the
accomplishment of tasks
& good worker
relationships in exchange
for desirable rewards.
 Encourage leader to
adapt their style and
behavior to meet
expectations of followers

24. Transformational
 Charismatic and visionary
 Inspire followers to
transcend their self-
interest for the
organization
 Appeal to followers' ideals
and values
 Inspire followers to think
about problems in new
or different ways
 Common strategies used
to influence followers
include vision and framing
(Comment by President John Adams
about George Washington)

25. Laissez-Faire
 Also known as the
“hands-off¨ style
 Little or no direction
 Gives followers as
much freedom as
possible
 All authority or power
is given to the
followers
 Followers must
determine goals, make
decisions, and resolve
problems on their
own.

26. LEADER IN SOME SITUATION
 Political Situation
 Emergency Situation
 Bad Situation
 Good Situation
 Struggling situation
 Spiritual

27. CONCLUSION
Leadership is differ from person to person
and situation to situation. It depend
persons mentality activity. It is created
from person own desire. A literacy
people can’t be a good leader. For a
Successful leader no need to require a
good educational qualification Require
presence of mind.