situational leadership

1. Situational
Leadership

2. Situational Approach Description
“Leaders match their style to the competence and
commitment of subordinates”
O Developed by Hersey &
Blanchard (1969); based
on Reddins (1967) 3-D
Management Style
O Leader-focused
perspective
O Used extensively in
organizational
leadership training and
development
• Comprised of:
– 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
Perspective Definition

3. Leadership Styles
O The behavior pattern of an individual
who attempts to influence others;
includes:
O Directive (task) behaviors
O Supportive (relationship) behaviors
Definition

4. People-Oriented Leadership or
Relations-Oriented/Supportive
Leadership
OThis style of leadership is the opposite of task-
oriented leadership
The leader is totally focused on arranging,
sustaining and improving the people in the team
Is predisposed to good teamwork and ingenious
alliance
OIn practice most leaders use both task-oriented
and people-oriented styles of leadership
OSupportive behaviors - Assist group
members via two-way communication in feeling
comfortable with themselves, co-workers, and
situation
4

5. Task-Oriented/Directive
Leadership
O Task-oriented leaders focus only on getting the job done
O Usually quite autocratic
 Will actively define the work and the roles required, put structures in
place, plan, organize and monitor
 Task-oriented leaders show little thought for the well-being of their
teams
 Results in similar issues as autocratic leadership, such as inspiring and
retaining staff
O Directive behaviors - Help group members in goal achievement
via one-way communication through:
O Giving directions
O Establishing goals & how to achieve them
O Methods of evaluation & time lines
O Defining roles
5

6. Other Referenced Theories
Hersey-Blanchard
Situational Leadership
OBased on the amount of direction (task-
behavior) and amount of socio-emotional
support (relationship-behavior) a leader
must provide given the situation and the
"level of maturity" of the followers.

8. S1 - Directing Style
OLeader focuses
communication on goal
achievement
OSpends LESS time using
supportive behaviors
High Directive
Low
Supportive
S 1

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

10. S3 - Supporting Style
OLeader does NOT focus
solely on goals; rather
the leader uses
supportive behaviors to
bring out employee skills
in accomplishing the task
OLeader delegates day-to-
day decision-making
control, but is available to
facilitate problem solving
High
Supportive
Low Directive
S 3

11. S4 - Delegating Style
O Leader offers LESS task input
and social support; facilitates
subordinates’ confidence and
motivation in relation to the
task
O Leader lessens involvement in
planning, control of details,
and goal clarification
O Gives subordinates control
and refrains from intervention
and unneeded social support
Low
Supportive
Low Directive
S 4

12. Development Levels
O The degree to which
subordinates have the
competence and
commitment
necessary to
accomplish a given
task or activity
Definition Dimension Definitions
D1
Low Competence
High Commitment
D2
Some Competence
Low Commitment
D3
Mod-High Competence
Low Commitment
D4
High Competence
High Commitment
D4 D3 D2 D1
Developed Developing
High Moderate Low
Developmental Level Of Followers