Situational Theory And Situational Leadership

Situational Theory And Situational Leadership
SITUATIONAL APPROACH
Developed by Hersey and Blanchard based on Reddin 's 3–D management style theory, the
situational approach to leadership, is a very broadly used and accepted leadership style and it is used
in a lot of organizations for leadership training and development (Northouse, 2012).
The main premise of the Situational Leadership approach is that there is no one size fits all to
leadership style and that different types of situations will require different kinds of leadership. In
order to be effective, leaders must be flexible in their leading style when moving from one situation
to another and to adapt their leadership style to different situations. The flexibility that is inherent in
this leadership style means that leaders ... Show more content on Helpwriting.net ...
This evaluation will determine what leadership style works best for each employee. A periodic
review of the initial evaluation is also necessary to see if the level of commitment and ability has
changed and adjust the leadership style accordingly. (Northouse, 2012).
Strengths: Northouse (2012) described several of the strengths of situational leadership. Situational
leadership provides a credible training model for effective leadership and that is why it is widely
used in majority of the Fortune 500 companies. Another strength is its practicality. The premise of
the approach is simple. Each situation is different and so the approach should be tailored to the
situation. The prescriptive nature of the Situational approach also lends to its strength because it tells
you what you should and should not do in various situations. Weaknesses: Limited research.
Although the approach has been around for a long time and it is widely used, the amount of research
available to support its claims are limited. This then raises the question of the validity of the
approach and its credibility to have an effect on the outcome of performance. It is not so easy to
answer some of these questions without adequate research to support the claims (Northouse, 2012).
Basically. how can you prove that something works if there is not enough research to show that it
does? The approach has also been criticized from a practical standpoint. How can a
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Transformational Leadership And Situational Leadership
If I were the new director of an art gallery in New York City, I would utilize a mixture of
transformational leadership and situational leadership styles. Transformational leadership is "based
on mutually beneficial relationships between leaders and followers whereby the leader is seeking to
promote growth and real charge" (Shriberg & Shriberg, 2011, p. 78). Since the twenty employees
have opinions of the former leader and how the gallery should be run and the stockholders also have
input about what art to display and events to hold, the past managerial style did not sufficiently
unify all stakeholders in the business. Utilizing the transformational style of leadership, I would
strive to get everyone invested in a shared vision of what the gallery could be. I would listen to
everyone 's input because ideas can come from unlikely places and everyone needs to feel that they
are a valued part of the whole company. Studies conducted on transformational leadership show
organizations led by transformational leaders perform at higher levels and have a higher satisfaction
rating, by workers, than organizations led by other types of leaders (Riggio, 2009, March 24). There
are four aspects of transformational leadership. They provide intellectual stimulation by encouraging
employees to think outside of the box. They give individualized consideration by acknowledging
each employee as an individual. They offer inspirational motivation to help employees have a
passion for the shared

Situational Leadership Theory Essay
Many studies looked at behavioral styles, the two important studies are the Ohio State group and the
University of Michigan group [11].
Ohio state group– The researchers sought to identify the independent dimensions of leadership
behavior. And over 1000 dimensions were narrowed down to two important categories initiating
structures and consideration. Initiating structure is defined as the extent to which a leader defines
and structures his and his subordinate's roles. Consideration is the extent to which a person can have
a job relationship with mutual trust, respect for sub ordinates ideas and regards for their feelings
[11].
University of Michigan Studies– The study group found out two dimensions of leadership behavior
employee oriented and production oriented. Employee oriented leader focused more on employee
relationship and intrapersonal relations. Production orientation focuses on technical and task aspects
of the job. But the researchers strongly favored employee oriented behavior as it brought in greater
group productivity and employee satisfaction [11].
Situational Leadership Theory
Hersey and Blanchard proposed situational leadership theory, according to this theory leadership
depends on individual situation and no particular leadership can be defined as the best. This theory
has two pillars; leadership style and maturity level of the leader.
According to Hersey and Blanchad, there are basically four main leadership styles along with the
letter–number

Situational Leadership Theory And Organizational Leadership
Situational Leadership Theory and Organizational Leadership
Dwight D. Eisenhower said, "Leadership is the art of getting someone else to do something you
want done because he wants to do it." Leadership is the art of directing others in the pursuit of
reaching a common goal or desired outcome. At the most essential level, a leader is a person who
inspires, encourages and directs others toward fixed goals. Great leaders are able to motivate their
team through the coaching, establishment, and setting of goals, providing and receiving feedback
and by offering them ongoing support. Although leaders set the team's course, by using proper
managerial skills, they are able to effortlessly and efficiently direct their staff to their objective. ...
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7). Leaders may choose one or more of several leadership models to help them address the strategies
they may need to help them make proper decisions.
Developed by Paul Hersey and Ken Blanchard, the situational leadership model, also known as the
life cycle theory of leadership, dictates that there is no lone best style of leadership, and that
leadership should be tailored to the skills, abilities, and occupational maturity of the individual
employee. Based on this theory, the most effectual leaders are those that are capable of looking at a
task or situation, take cues or other factors from it that may be a factor in completing the job, and
then adapt their style of leadership to fit the situation. The authors focus on three leadership models
that address contingency factors – situational leadership theory, contingency theory, and path–goal
theory.
Situational leadership theory is just what it sounds like, leadership that changes depending on the
current situation. Per Hersey and Blanchard (1977), this behavior integrates a leader's supportive
and directive behaviors. Hershey and Blanchard go on to suggest the following leadership styles that
may be adapted based on an employee's personality: directive (telling), coaching (selling),
supportive (participative), and delegating (leader) styles of leadership. Depending on the employee,
a manager can adopt one of these styles.
For the unmotivated, unskilled employee, the

Situational Leadership Style Analysis
The four styles within the situational leadership mode are directing, coaching, supporting, and
delegating. Once a leader has put together the most qualified team for the goals, directing comes in
to learn how each member will be the most productive in the task assigned. A leader has to make
sure that a task is assigned to the person who will enjoy achieving the task. If not, this could lead to
low motivation and low morale, with a chance of failing the task at hand (Griffith & Dunham,
2015). Being a leader means having knowledge in all aspects of the tasks that needs to be done to
reach the end goal successful. The leader has to coach each individual to make sure each task is
being done correctly. The leader needs to be involved in all

Situational Leadership Essays
Introduction Intervention was deemed necessary at a local school pertaining to the initial class,
which students were failing. The department head identified that the change in direction required
new textbooks, altered assessments, and increased student participation to be successful. The
department head first had to identify his/her situational leadership style to effectively implement
changes to improving the class while gaining buy–in from faculty and students. The premise for
change existed because of the failing scores. The flexibility of the department head was imperative
in the success of the change; the skill levels and attitudes of the students and faculty were a
consideration in deciding the best style the department head ... Show more content on
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The leader was highly relational and task–driven, which fit the needs of the D2 followers who were
competent enough to carry out the tasks with guidance and support. S2 and S3 leadership styles
have been found to have the greatest follower satisfaction (Papworth, Milne, & Boak, 2009).
The department head communicated to the students and faculty that change must be incorporated to
make future classes successful and met with each faculty member to help write implement new
lesson plans if needed. The leader stated the new lesson plans must be in place within the next eight
weeks while making it clear he/she was available for any questions or concerns. The department
head also met with the students to address any concerns they may have had regarding the change
and assured them that they could come to him/her at any time. According to Lerstrom (2008), the
department head's S2 style offered an opportunity to faculty and students through open dialogue to
gain buy–in. The department head's leadership style was also appropriate for S3. The faculty was
able to implement the change because they demonstrated competence, but were resistant in doing so
showing no commitment. The leader can give praise to the faculty and show encouragement as
positive reinforcement when buy–in is attained. The first step was to find out why the faculty or
student did not show the needed commitment for the change and to gain their cooperation. The

Powell's Theory Of Situational Leadership
The situational leadership theory proposes that the leader's style of leadership should be flexible and
contingent on the staff's developmental level including the willingness and capability to accomplish
a task (Walter, 1980). Powell in his role as Secretary of State demonstrated situational leadership by
recognizing the deficits of the state office and needs of the troops as well as officials in the office.
Providing support to the troops and office staff was critical to making necessary changes. Powell
provided clarity on the mission for the troops by being directive about changes needed and
empowered staff to move toward career advancement (Harris, 2004) . Powell was successful as a
situational leader because he recognized the importance

Leadership Research: The Situational Theory Essay
Situational theory Beginning in about 1950, the emphasis in leadership research shifted from the
trait approach to the situational approach. In 1948, Ralph Stogdill survey of trait research concluded
there were no universal leadership traits. In 1949, J.K. Hemphill published a book focusing
completely on the situational factors in leadership. Thus, a new emphasis came into leadership
research, not on whom or what the leader is, but on where leadership occurs and the condition under
which it occurs. A corresponding de–emphasis on personality variables accompanied the new
emphasis on situational factor.
The situational approach makes a lot of sense to managers. It is easy to cite numerous factors that
can have an influence on the success of ... Show more content on Helpwriting.net ...
The basic idea of the LPC is that if a leader describes the person with whom he can work least well
in a positive way the leader is considered relationship–oriented.
The favorableness of the situation for the leader is described by Fidler in terms of three major
dimensions of the group task situation: a– Leader–Member Relations. This is the degree to which
group members trust and like the leader and are willing to accept the leader's behavior as an
influence on them. In order to get a measure of leader–member relations a short group atmosphere
scale is sometimes used. The GA is similar in design to the LPC. Fielder and Chemers state that, in
most cases the group atmosphere score seems to provide a very quick and valid measure of the
leader's feeling of being accepted which may, of course, affect his behavior much more than the
degree of actual acceptance by his group. b– Task Structure. Thus refers to the degree to which: the
task requirements are clearly and minutely defined, problems likely to be encountered can be solved
by a variety of producers, the correctness of a decision can be easily verified, and there are
alternative correct solutions to task problems. c– Position Power. This refers to the formal authority
vested in a leadership position. It is separate from any personal power the leader may have.
Path goal theory This leadership theory

Essay on The Situational Leadership Model
The Situational Leadership Model
Situational leadership is interplay between the amounts of direction that a leader allows in: 1) the
amount of directive (task) behavior and 2) the amount of relationship behavior (supportive
behavior). What this means is that when an individual first begins a new task they require a lot of
direction and managerial guidance. As they learn more about the task, the amount of direction
decreases until they can make many of the decisions with the manager providing little input. The
situational leadership model developed and refined by Paul Hersey and Ken Blanchard divides the
model into four ... Show more content on Helpwriting.net ...
THE FOUR LEADERSHIP STYLES
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We begin in the lower right quadrant, S1 directing leadership style. This phase is where the new
employee or older employee learning a new task begins. The directing will require that the leader
define the roles of the follower. The leader initiates problem solving and decision–making and
directs communication towards the follower. The leader will tell the follower what to do, how to do
it, where to do it, and when to do it. Close supervision is also involved at this point. The X–axis
beginning point is to the extreme right (high directive) indicating that leader will be providing
directions. The rectangular object showing development levels is also to the extreme right but here it
signifies that the amount of learned knowledge (amount of development to perform task) is low. The
beginner may become enthusiastic about wanting to learn. They will probably be highly committed
but competence will be low. The Y–axis is on the bottom end showing us that supportive behavior is
at a low point.
The second quadrant is located in the upper right, S2 coaching leadership style. This phase is where
the leader listens to the follower, provides support and encourages the follower's efforts, and
facilitates involvement with problem solving and decision–making. Communication flows between
leader and follower. The X–axis beginning point is to the

Situational Leadership Theory And Organizational Leadership
Situational Leadership Theory and Organizational Leadership
Why are some employees happier and more satisfied with their work environment than others? Why
are some teams within the same organization more productive than others? How can you get
subordinates to trust your decisions, readily cooperate with others and follow your lead? The answer
to these questions boils down to one thing; effective leadership. For our purpose, effective
leadership can be defined as the art of influencing individuals and groups to accomplish the goals
and objectives of the organization (Plunkett, Allan, and Attner, 2013). Effective leadership has a
direct impact on the motivation, or lack thereof, of employees and how they interact with others
within the organization. Followers will also act in ways that reflect their leaders example, whether it
is positive or negative. It is obvious that the leadership culture within our organization is ineffective
and employee productivity and morale has slipped to unacceptable levels. Because of our current
situation, the following information is presented to you, as managers and supervisors, as a guide to
help you become a more effective leader. There are many theories on how best to lead and motivate
employees, however, for our purposes, we will concentrate our study and efforts on the situational
leadership theories.
Situational Leadership Theory and The Leadership Culture
One of the ways we can improve our leadership skills is through the study

Situational Leadership Theory Essay
Introduction:
Leadership has been defined in various ways according to different schools of thoughts and
approaches in which the concept has been looked at, but the general ideas that leadership is about
the effective vision drawing, planning for achieving the goals, motivating people towards the pre–
determined achievements, monitoring the performance, reviewing the results of past agendas and
ability to avoid shortcomings if present. There are several theories of leadership depending on the
approaches of the person in leading. These are "Great Man" or trait theory, position –function of the
leader, power relationship – effect on group behaviour and the leadership from the influence on the
organisational culture.
Trait theories focuses ... Show more content on Helpwriting.net ...
The situational leadership theory is one of the theories that consider the leader function which
suggests that there is no "one size fits all" approach to leadership. Depending on the situation,
varying levels of "leadership" and "management" are necessary. However, leaders must first identify
their most important tasks or priorities. Second, leaders must consider the readiness level of their
followers by analysing the group's ability and willingness. Depending on the level of these
variables, leaders must apply the most appropriate leadership style to fit the given situation. Among
the theories that suggest the role of a leader to promote the organisational group behaviours the Fred
Fielder model which has introduced in 1960s and called the 'contingency theory of leadership" in
which the main idea of this early theory is that leadership effectiveness (in terms of group
performance) depends on the interaction of two factors: the leader 's task or relations motivations
and aspects of the situation. This is measured through the Least Preferred Co–worker scale (LPC)
which has been set up to measure the leaders to identify a an individual they work with least well
and to characterize this individual with ratings on a series of 8–point bipolar

Leadership Theory And Situational Leadership
Robert Fleming
Lieutenant Colonel Michael G. LaFeve
AS 301
30 October 2015
Midterm Paper Leadership is one of the human traits that are looked up to the most. When a task is
at hand many people look around for someone to lead them and take charge. Leadership has been a
part of The Air Force since it was created in 1947. Recently more emphasis and researching went
into leadership and scholars provided leadership theories. Two of the theories are the Full Range
Leadership model and the Situational Leadership model. Both of these theories provide ideas on
how to lead and a strategy. The Full Range Leadership model shows many different ways of
approaching leadership based on motivation and needs. The Situational Leadership model gives a ...
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Laissez–faire leadership is a hands off approach. This approach leaves an absence of action or
commands at time and leads to a very chaotic environment (Nath). The people in a group with a
laissez–faire leader have very little guidance and experience a lot of freedom in their own decision–
making abilities. This approach has many different positives and negatives. The benefits of this
leadership style are that the group can be very successful when the group is skilled, motivated and
capable of working on their own (Lewin). This model is negative when the group lacks their own
knowledge in the area. Most people have trouble with setting their own deadlines and sticking to
them. This could cause the group to fail and is a downside in laissez–faire leadership (Lewin).
Transactional leadership is more involved with the day–to–day workings of the group. It is more
contract based rather than inspiring them. This is where the reward systems come in and a leadership
gets results by rewards and management of tasks (Nath). The only downfall to this type of
leadership is the leader is not involved in their subordinate's life and doesn't really find out their
driving motivation. Transformational leadership is the opposite, it focus's on motivating the group
and drive them to better themselves. This gives the subordinates to drive to do better and the leader
acts more of a role model then a manager of

Situational Leadership Assessment Paper
Hersey and Blanchard's Situational Leadership Theory (SLT) asserts that a leader's effectiveness is
dependent upon the readiness, or ability and willingness, of the leader's followers to complete a task.
This leadership style is an amalgamation of task–oriented and relationship–oriented characteristics
that are employed depending upon the situation and the followers involved. According to the SLT, as
followers increase in readiness the leader's style is to adapt accordingly (Kinicki & Kreitner, 2009).
The table below (Babou, 2008) summarizes the leadership behaviors that the SLT presumes are
appropriate to the various stages of follower readiness. Each quadrant of the Leadership Behaviors
chart corresponds to the same quadrant in ... Show more content on Helpwriting.net ...
I also believe that an effective leader plays a significant role in promoting and molding individuals'
readiness as it relates to motivation and commitment. As such, I developed my leadership
assessment with these points in mind. The assessment focuses on 14 attributes that I believe are
important not only for a leader to be successful within the parameters of the SLT, but for most any
leadership model adopted by a successful leader in the modern business environment. The
assessment was completed by Bobby, my manager of nearly six years, and by Katrina, my highest–
ranking direct report of nearly four years. Each was asked to assign a candid rating to each attribute
using a one–to–ten (worst–to–best) scale as well as to make notes or offer any suggestions so that I
may incorporate it into my leadership style in an effort to improve the areas of weakness and
become a better leader. In addition, I did a self–assessment using the same criteria. It should be
noted that while Bobby offered both a ranking and narrative feedback, Katrina completed the
assessment using the numerical ranking only. The results were consistent in some areas and mixed
in others, but revealed some valuable information that I can use not only within the context of this
course, but also as my career is better defined over time.
From my

Situational Leadership Paper
Situational Leadership is simple in concept when introduced by Hersey and Blanchard in 1969,
through to Blanchard's recent advanced modeling circa 2013, as part of Situational Leadership II. In
its simplicity, many workers, managers, and leaders can find some basis of common understanding
in leadership having both a directive (task) and supportive (people) framework (Northouse, 2015).
To have an emotional and foundational connection early with an audience on such a challenging
subject as leadership means early investment in the concept and trust that even short duration
training on Situational Leadership will yield results. This is one of the reasons that human resource
experts as well as many successful organizations have embraced Situational ... Show more content
on Helpwriting.net ...
Journal of Social Psychology in 1939. From their studies developed the premise of Field Theory and
Dissonance Theory, which Lewis would be recognized for through the accepted Lewinian Approach
(Kruglanski & Wolfgang, 2012). Lewin interests were in the actions of people and their
"locomotion" in any particular space (Lewin, Lippit, & White, 1939). Generally speaking, Lewin
surmised in that decision makers are fundamentally grounded by their actions through beliefs. When
information (or actions of others) conflicts with those beliefs, leaders become subject to dissonance
(stress) of varying degrees of magnitude. To avoid the pitfalls of dissonance, some Situational
Leaders occupy much of their time with managing situational awareness and process
(rationalization) and not focusing their time on maximizing actions in relation to the expectation of
their reality or cognition (balance). This factor may responsible for furthering Situational
Leaderships quantification throughout the demographics of age and

Leadership Theory: Hersey And Blanchard Situational...
1.0 Leadership
Leadership is an approach for a leader to guide, motivate, supervise, manage, and influence others in
different situation to reach a goal. According to the Pettinger (2007), the leadership can be explained
in several situations. First, the leaders have the responsible to provide vision and direction to the
followers. Second, the leaders shall energise and motivate the followers. Third, the leaders shall set
and enforce absolute standards of behaviour, attitude, presentation and performance.
However, Robert (2013) stated that leadership is a process that involving an invisible forces act such
as the expectations of the followers, the culture of organization and the circumstances. Leadership is
complex depends on the situation. ... Show more content on Helpwriting.net ...
It has been a main factor in development and training programs (Hersey et al., 2001). Situational
leadership theory is based on how people respond to working and being led in groups.
The basic assumption of SLT is that leader task and relationship behaviours are moderated by the
level of follower readiness (Blank et al., 1990, p. 580). The level of follower readiness determine the
appropriate amount of leader task and relationship behaviour. As the level of follower readiness
changes the amount of leader task and relationship behaviour should change to match the level of
follower readiness.
According to Blank et al. (1990), as leader task and relationship behaviours match follower
readiness the "effectiveness" of this behaviour will be established in follower performance and
satisfaction with the leader (p. 584). Consequently, an appropriate test of SLT would be to examine
matches of leader task and relationship behaviour and follower readiness in "different types of
organizations" and at different levels within the organization (Norris and Vecchio, 1992, p. 333). A
greater understanding of matches would validate the theory and contribute to the understanding of
situational leadership

Comparison Of Situational And Contingency Leadership
I appreciate your brief summary of situational and contingency leadership comparisons but feel
there additional similarities that can be pointed out. First, both theories are rather prescriptive in
nature, meaning both have behaviors that can be categorized. In the case of the situational theory, it
states that the leader adjusts their behavior based the directive need and supportive need of their
subordinate, which relies on a four quadrant guide (Northouse, 2013, p. 101). Similar in the
contingency theory, is the Lease Preferred Coworker (LPC) scale, where the leader's task and
relationship motivation are rated. Another similarity is that in both approaches the results of the
"scale" drive a particular action. Thinking more about the

Situational Leadership Paper
Wk3AssgnJLayman: Situational Leadership
Walden University
Ph.D. Public Policy and Administration
Introduction
This is an introduction to the Situational Leadership Model by Hersey & Blanchard (1964),
introduced in Chapter 5 of the textbook "Leadership: Theory and Practice" by Peter Northouse, a
model that suggests that leadership should adapt to the development and commitment level of the
employee (Northouse, 2016). The model suggests that at a lower level of employee development,
i.e. competence & commitment, leaders should engage in a directing style of leadership, and at the
other end employees with a high level of competence and commitment can be led with minimal
directive and support (Northouse, 2016). The following is ... Show more content on Helpwriting.net
...
They will need direction and supervision because they are still relatively inexperienced. But they
will also need support and praise, to build their confidence, and an involvement in decision–making,
to increase their commitment" (Harvey, 2009).
Situation 4
In this situation, the leader has a candidate for a sales position who is qualified, and capable, yet
hesitates due to lack of belief in his own ability. At a development level of D3 on the leadership
model, possessing moderately high competence, yet low commitment, I recommend an S3
leadership style or supporting leadership style consisting of a high supportive, low directive
approach (Northouse, 2016.) The appropriate supportive style choice of the available multiple
choice answers was C: Listen to concerns, but offer assurance and praise in his ability to complete
the job (2016) References
Harvey, T. (2009). Situational leadership. Retrieved from http://www.learn–to–be–a–
leader.com/situational–leadership.html
Hershey–Blanchard Situational Leadership Model. (n.d.). Dictionary of Strategy: Strategic
Management A–Z.

Leadership Theories Of Situational Leadership
"Effective leaders need to be flexible, and must adapt themselves according to the situation." Paul
Hersey and Kenneth Blanchard
The above quote defines the core idea behind one of today's most talked about leadership theories:
Situational Leadership. The model, which celebrates a multitude of leadership styles instead of a
single solution, has been considered a transformative and essential new way to manage and to lead.
But what does it mean to be a situational leader? Is it always beneficial to change your approach to
leading the troops? In this guide, we'll examine the development of situational leadership, study its
core elements and discover the qualities a situational leader must showcase. Finally, we'll outline the
pros and cons of the leadership theory and examine its power through four examples.
1 Understanding the development of Situational Leadership
Situational leadership is a leadership model, which has been large influenced and moulded by its
early developers Ken Blanchard and Paul Hersey. In this section we'll examine the early
development of the theory in late–60s to 70s, before looking at how the leadership model has
evolved from the early inception.
The history of the theory
The human history has seen leaders who have had the ability to adjust to different situations,
changing their management style along the way. Dwight D. Eisenhower during World War II is often
used as an example and we'll discuss more about his style in the section to come.
In

The Situational Theory Of Situational Leadership
The Situational Approach
The Situational Approach is a leadership style that essentially focuses on leadership in different
situations. "The premise of the theory is that different situations demand different kinds of
leadership" (Northouse, 2015, p. 92). The idea is that in order for a manager to be successful in all
situations, he or she must be able to adapt. "Effective [situational leadership} managers provide
individual followers with differing amounts of direction and support on different tasks and goals,
depending on the follower 's developmental level" (Avery & Ryan, 2002, para. 5). Situational
leadership can be broken down into four categories that combine supportive and directive behaviors.
They are a high directive–low supportive style (directing approach), high directive–high supportive
style (coaching approach), high supportive–low directive style (supportive approach), and low
supportive–low directive style (delegating approach) (Northouse, p. 94–95, 2015).
Directing Approach – High Directive–Low Supportive Style
There are situations when it is important for a leader to direct, but does not need to be supportive to
be an effective leader. "In this approach, the leader focuses communication on goal achievement,
and spends a smaller amount of time using supportive behaviors" (Northouse, 2015, p. 94). Leaders
using the directive approach spend time illustrating the responsibilities of subordinates and closely
monitors their work to make sure that they get

The Situational Leadership Model Of Leadership
I have chosen the situational leadership model because in my opinion, it identifies how to provide
direction in addition to support to followers, as well as how to deal with difficulties situation
encountered by the followers.
The situational leadership model exemplifies an agreement of thinking about leadership behavior in
relation to group members: knowledgeable people require less specific direction than do less
knowledgeable people. This model is also useful because it consists of other details regarding
leadership which put emphasis on the role of task and relationship behaviors. As a result, this model
has been proven to be useful on the basis for leadership training.
In the situational leadership model the leader's primary focus should be to identify their most
important responsibilities or main concern. In other words, leaders must consider the eagerness as it
relates to ones' supporters by way of considering the group's no how and enthusiasm. This all comes
down to the level of such variables, in addition to if it is necessary for the leaders to utilize the most
important leadership style in order that it goes in the direction of any given situation.
Organization change is defined as a "company or organization going through a transformation. This
happens when business strategies or major sections of an organization are altered" ("organization
change", n.d.). In other words, it is when an organization takes the opportunity to change the
structure and

Situational Leadership
In simple terms, a situational leader is an individual who can use different leadership styles based on
the situation. Blanchard and Hersey created a model for Situational Leadership in that allows you to
analyze the needs of the situation you're dealing with, and then adopt the most appropriate
leadership style. Many of us do this anyway in our dealings with other people: we try not to get
angry with a nervous colleague on their first day; we chase up tasks with some people more than
others because we know they'll forget otherwise. The model doesn't just apply to people in
leadership or management positions: we all lead others at work and at home. The ability to vary
your approach is key in being able to manage vast amounts of people. ... Show more content on
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The final type of follower is an (R1). When dealing with subordinates in this category, one will have
to devote time to giving proper concise instruction on tasks. The follower will be committed so
guiding them down the proper path and keeping them in tune with what needs to be accomplished
will work best. Close supervision of this type of follower will also be necessary to ensure that
assigned tasks are also being handles correctly.
The situational leadership model views leaders as varying their emphasis on task and relationship
behaviors to best deal with different levels of follower maturity. First we have the directing/telling
style (S1). This style gives specific task directions and closely supervising work; this is a high–task,
low–relationship style. The leader defines the roles and tasks of the "follower", and supervises them
closely. Decisions are made by the leader and announced, so communication is largely one–way.
This is followed by the coaching/selling style (S2). This method operates by explaining task
directions in a supportive and persuasive way; this is a high–task, high–relationship style. Leaders
still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the
leader's prerogative, but communication is much more two–way. This style is one of the more
effective methods. We then have the supporting/participating style (S3) which emphasizing shared
ideas and participative decisions on task

Situational Leadership
Situational leadership may be the case when there are several different situations to handle under
one position. There might not be specific tasks given since the roles could be dispersed to every
other member. A leader in situations could be dealt with emotions, academics, work, and support
with another student. At orientation, when leaders meet up with students, just to chat and to see how
they are doing would be considered situational leadership because you are having a bonding
relationship. Also, setting up for orientation team takes a lot, and more than one person. This type of
leadership may benefit me because I am good at multitasking and communication skills. When there
is a task that I need help with, I would ask for guidance how to ... Show more content on
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Many people may not realize they are not the only one who has similar or almost the same
experiences as someone else. When there are the same problems between two people, they have a
connection and they both understand what it is like to be in that situation. I noticed that the students
I talk to have same interests and backgrounds as me. I talk them through it to not let their past
interfere with work. We just have to keep moving and show how good we really

Situational Leadership Theory Paper
The first of the three theory based changes I could make as a leader to maximize my success, would
be to be more flexible. Situational leadership theory states that leaders have to adjust their style of
leadership to the current ever changing context of society. Situational leadership stresses the
importance of strong leaders who match the working conditions of the follower to the current
conditions (Lynch, 2015). I could change my flexibility by changing the way I do things instead of
always having the same repetition. Observing how things are changing, and how worker's styles are
changing this will allow me to be more flexible. This would allow me to change my style with the
times as a leader and would improve my leadership skills.
The second of the three theory based changes I could make as a leader to maximize my success,
would be to evaluate my own maturity level in different situations. I should ask myself more often if
this is the mature thing to do and evaluate myself. This would help me make better decisions as a
leader. I could then reflect on my observations. The situational leadership theory states that
evaluating ... Show more content on Helpwriting.net ...
I could do this by talking to them more instead of staying in my office. I could walk out on the work
floor more and ask the workers how their day is going and how well the equipment is operating. I
could make myself more accessible to the workers. Opening a better line of communication would
help me build better relationships. Situational leadership theory states that relationships share a key
role in how a leader succeeds. According to Situational leadership theory, having good relationships
with workers also helps with maturity and decision making. Situational leadership theory also states
that forming better relationships is key in developing better followers (Fernandez & Vecchio,

Situational Leadership Model : Effective Leadership Essay
There are so many different kinds of Models exist for Leadership, for example, DISC or MBTI,
Thomas Killman Conflict Model, Vroom Decision Making Matrix, Situational Leadership Model,
Quinn Competing Values, Decision Making Traps Article. Out of all this models the best suitable
model in my case analysis would be Situational Leadership Model.
The fundamental underpinning of the Situational Leadership Model is that there is no single "best"
style of leadership. Effective leadership is task–relevant, and the most successful leaders are those
who adapt their leadership style to the Performance Readiness (ability and willingness) of the
individual or group they are attempting to lead or influence. Effective leadership varies, not only
with the person or group that is being influenced, but it also depends on the task, job or function that
needs to be accomplished.
Situational Leaders learn to demonstrate four core, common and critical leadership competencies as
following:
Diagnose: "Understand the situation they are trying to influence" on others and person who is
related.
Adapt: "Adjust their behaviour in response to the contingences of the situation" which is very
important.
Communicate: "Interact with others in a manner they can understand and accept". It helps to reduce
communication gap.
Advance: "Manage the movement". Ability to handle each and every situation.
SITUATION IN WHICH I NEED TO INLUENCE ON OTHERS
It was my dream to come to study in USA. I had

Situational And Contingency Theories Of Leadership Training
Leadership is a subject that has gained substantial attention in pretty much every field. There have
been a number of studies done on leadership, which has resulted in a number of different theories.
Situational and Contingency are two theories that are most commonly used in leadership training.
Both fall under the contingency theory umbrella and are also commonly used interchangeable and
often consider as one theory. Situational and Contingency theory are identical but they are two very
different methods. This paper explains the concept of Situational and Contingency leadership
theories and compares and distinguishes the two theories.
Leadership
There are over 40,000 books/writings and over 10,000 research studies on leadership (Adair, 2011).
Even though there are a numerous amount of studies on the subject, there is still no real definition of
the word. In the past 60 years, as many as 65 different classification systems have been developed to
define the dimensions of leadership, (Northouse, 2013 p.4). The classifications have broken down
into 4 components: 1) Leadership is a process, 2) Leadership involves influence, 3) leadership
occurs in groups, and 4) leadership involves common goals.
Leadership is a process: means that it is not a trait or characteristic that resides in the leader, but
rather a transactional event that occurs between the leader and the followers. The process implies
that a leader affects and is affected by followers. It emphasizes that leadership

Leadership Theories/ Approaches (Situational and...
As individuals, all seek to improve their personal, social and professional roles. As organizations,
they seek people able to guide others and maximize performance. One of the thoughts that come to
people on this is to achieve Leadership but to be able to do it, it is imperative to understand its
meaning, its strengths, its weaknesses and all concepts that may help individuals and organizations
to approach it in their modern world. Thanks to these needs, many researchers have been looking for
answers and ways to represent what is leadership significance. The purpose of this essay is to
analyze and discuss two theories/approaches of leadership, in order to gain a better understanding.
Every individual experiments the meaning of ... Show more content on Helpwriting.net ...
Development levels calls the level of commitment from the employees. It goes from low to high
level depending on the interest and confidence on the employees in their work.
To mention some of the strengths of the situational approach it is convenient to mention that it give
emphasis to the leader flexibility (Graeff, 1983). Leaders need to know their subordinate´s aims and
accommodate to them. Employees do not act or react in the same way for all tasks provided, they
distinguish between each one and their behavior is different in each situation, so leaders (Northouse,
2009). Least but not less, situational leadership reminds leaders to treat each subordinate different,
according to the task (Fernandez and Vecchio, 1997).
On the other hand, there is not enough evidence of research in this field to maintain the theoretical
basis (Fernandez and Vecchio, 1997). When looking at Blanchard's model there is kind of ambiguity
because there is not clear relation or combination between commitment and competence in
subordinates (Graeff, 1997). To determinate the validity of the relationship established by Hersey
and Blanchard´s model, Vecchio (1987) carried out a test with more of 300 hundred schools and
found that teacher new hired whit high structured styles leadership were performing better while
experienced teachers were indifferent to the leadership style of the principal (Northouse, 2009).
Even when

The Situational Approach Of Leadership
The word leadership has a lot of meanings, but its meaning is unique to the person who is giving the
definition. Leadership is the ability to guide, direct, and motivate others to accomplish a mission or
task. It is the ability to make subordinates see their own potential in their abilities and supervisors
recognize and respect it. Leaders are entrusted with building up those they lead to ensure the
individual can one day assume the responsibility of leading others. It is for this reason that the
situational approach style of leadership best describes my leadership style. The situational approach
stresses that leadership is composed of both a directive and a supportive dimension, and that each
has to be applied appropriately in a given situation (Northouse, 2016). I recently retired from the
Army after doing 20 years of active federal service. I was a sergeant after three years, made staff
sergeant after six, and at my 11 year mark I decided to put in a warrant officer packet, in which I got
accepted to become Warrant Officer 1. The young men and women that I had the privilege of
leading all came from different walks of life, were different age, and had different levels of
experience. This is why I identify more with the situational approach. To determine what is needed
in a particular situation, a leader must evaluate her or his followers and assess how competent and
committed they are to perform a given goal (Northouse, 2016). As a leader I had to

Situational Leadership Theory
One theory based change that I can make is to reduce the amount of authoritative leadership that I
express. As a situational leader, there is a time and place to use the authoritative leadership trait. The
situational leadership theory suggests that a coaching approach is best to use with employees that
are less motivated but capable of accomplishing a task (Situational leadership theory: providing
leadership through flexibility, 2016). There have been many times where a task is assigned but does
not get completed or is completed half–way. As an example, I assigned one of my more challenging
employees to clean up and sweep a particular area of my warehouse. The employee only
accomplished cleaning up the area but did not attempt to sweep. I know that I was clear with my
directions and expectation when assigning this person the task. In this situation using a coaching
style of leadership would have prevented the task from not being fully completed to my satisfaction.
Conducting spot checks to ensure the task is being accomplished and coaching the employee on
what remains to be completed would have been the best course of action because the task would
have been completed as instructed. ... Show more content on Helpwriting.net ...
While many of my employees know what they need to do and how to do the tasks without my
supervision, I have a hard time recognizing that not all of my employees have the same
characteristic. I expect that as grown adults that all of my employees can be autonomous when it
comes to the tasks that they do or are assigned. This does not always work with all of my
employees. The situational leadership theory shows that these employees need either a coaching
style or a supporting style of leadership (Situational leadership theory: providing leadership through
flexibility,

Leadership Theory : The Situational Leadership Model
Situational Leadership Model
Denise Watson
Professor Anderson
Leadership
October 7, 2015
Abstract
Over the years, scholars and management theorists have cultivated several leadership styles that they
have encouraged people to apply and try to implement. However, most of these theories have shown
various short comings. Typically, none of these styles has proven to work best in diverse situations.
In the late 1960's, the Situational Leadership Model was developed. In this paper, I will discuss the
details about the situational leadership model. In detail, the paper begins with a defined introduction
of what the situational leadership model is about and an interpretation of its origination. An outline
of the model will follow after which a discussion about the benefits and drawbacks of this model
will shortly follow.
Introduction
The situational leadership model was developed by two authors, Ken Blanchard, and Paul Hersey in
the year 1969. These authors based this model on the concept that leadership should adapt to
different management practices and approaches to fit different situations and surpass any diversity
of their encounters (Lussier & Achua, 2010). In particular, this model provides guidance on how to
analyze a situation, choose effaceable strategies and adopt the most appropriate leadership style.
Apparently, the two developers of the model researched and found that, given some case, leadership
may fail to accomplish some goals due to adopting single

Situational Leadership Standpoint
From a situational leadership standpoint, I generally find myself able to adapt to the specific
situation. A strength would be the ability to utilize supportive and directive when it comes to the
goal at hand. A weakness that I have would be around which person I'm utilizing it with. I'm very
aware of my audience and have a good handle if I should be directive in my communication or need
to support that individual. Generally, this is with my immediate team. When it comes to anyone not
on my immediate team I tend to always take the directive approach. I've always viewed the
situation, and in some ways, created an in group and out group for specific tasks. There are the
people that will be able to assist me and my team in getting the job done ... Show more content on
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I've mainly worked from home, traveled alone to client's offices and had teams that supported me,
but never reported me, in my last role I had a team of 16. Most of what I've been exposed to is
transactional. If I hit a specific goal, I or my team, would receive a specific reward. Compensation
has always been a clear driver, but another perk from transactional was the fact management left me
alone. In some years, I would only talk to my bosses at the 3–4 major conferences a year, if I was
hitting my goals. This, in most instances, put me on an island, but it is one of the job perks that I like
a lot. Over the years this has suited me very well in my separate roles. However, the individual
contributor role is the life style I was looking for, but the transactional portion has separated me
from different possible career paths. Being outside the political environment people have only
known me as having one of the more cohesive teams and hitting our targets. To try and move into
any type of management role would be starting from scratch. The only time transformational
leadership comes into play is with my immediate teams. My old role had the 16 different members
where my current role only has two. With either size team, keeping them motivated, supporting and
stimulating all had to come through influence because they don't report to me. I had to get them
excited to do their best work for the

Situational Leadership Analysis
As I worked through my analysis I was not at all surprised by the areas that I scored the lowest in, or
my weaknesses as a leader. Due to the nature of my role, I spend a lot of time juggling many things
at once. With the various roles that I oversee, and the complexity of healthcare and the ever
changing environment, balancing it all can be a challenge.
The first weakness that I have is inconsistency. This is not a true weakness for every portion of my
job, but often times I find myself inconsistent with the level of follow up. This can be a positive
with the situational leadership style, but often times it is not intentional inconsistency. Many of my
staff are older than I am or have significantly more experience in the workforce than I do.

Situational And Situational Leadership Model
Situational Leadership Model
Name
Instructor
Course Title
Date of Submission
Abstract
Over the years, scholars and management theorists have developed several leadership styles that
they have prompted people to apply and try to adopt. However, most of these theories have shown
different shortages. Typically, none of these styles has proven to work best in diverse situations. In
the late 1960's, the Situational Leadership Model was developed. In this paper, I will discuss the
details about the situational leadership model. More specifically, the paper starts with a brief
introduction of what the situational leadership model is about and a history of its formulation. A
framework of the model will follow after which a discussion about the strength and weaknesses of
this model will shortly follow.
Introduction
The situational leadership model was proposed by its two authors, Ken Blanchard, and Paul Hersey
in the year 1969. These authors based this model on the notion that leadership should adapt to
different management practices and approaches to fit different situations and surpass any diversity
of their encounters (Lussier & Achua, 2010). In particular, this model provides guidance on how to
analyze a situation, choose effaceable strategies and adopt the most appropriate leadership style.
Apparently, the two developers of the model researched and found that, given some case, leadership
may fail to accomplish some goals due to adopting single incompatible and

Leadership Vs. Situational Leadership
Leadership is seen as a process where a person influences others in doing a specific task. When a
leader want to motivate or influences his employees or assist them in their career development, they
need to understand which type of leadership style they should use, which can be challenging.
According to Ken Blanchard, leadership is "the pattern of behaviors you use when you are trying to
influence the behavior of others as perceived by them". There are various types of leadership models
which can help a leader understand which best suit in influencing his/her subordinates. Situational
Leadership is one of the most recognized leadership models which have helped many leaders in
being successful. Furthermore, the situational leadership ... Show more content on Helpwriting.net
...
The first leadership style is the Directing style (S1), this is where the leader provides direction to
their members who are committed to doing a specific task but lack the necessary abilities to do so.
This type of leadership style is more of a one way communication from the leader to his/her
members. The focus of this style is more on getting the task done rather than building a relationship.
The second leadership style is the Coaching style (S2), under this style the leader still need to direct
his/her members but not as much as the directing style. This style will help the members develop
skills and a sense of reasoning by encouraging them to share ideas and suggestions rather than the
leader directing and tell the members what should be done. The leader will focus on both the task
and relationship which can help boast both employee's performance and self–esteem. The third
leadership style is the Supporting style (S3), in this style the leader is more of a democratic leader
and focuses more on building relationships and less on the task to be done. The leader encourages
and work together with his/her members to create their goals and also ask their members for advice
on the best way to approach a task. With this style, the leader will provide positive feedback and
involve their members in decision making to help improve their performance and skills. The final
leadership style under the situational leadership model is the Delegating style (S4), the leader gives

Personal Statement: Situational Leadership
My definition of leader is "A leader innovates, develops, focuses on people, inspires trust, has long
range perspective, has his eye on horizon, originates, challenges status quo and does the right thing
in contrast to a manager or an individual contributor who administers, maintains, focuses on system
and structure, relies on control, has a short term view, has his eye on bottom line, imitates, accepts
status Quo and does things right."
Of the different leadership styles, my personal style which I developed over the years based on my
life experiences both personal and professional is "Situational Leadership" and it is "Directing,
Coaching, Supporting and Delegating" as needed. I complement my style with my character and
personality of selflessness, honesty, respect, truthfulness and commitment.
Leadership has been one of my strengths from childhood. I was an all–round student during my high
school, was good academically and eminent in sports and extracurricular activities. My leadership
qualities and maturity got me elected as the school captain in my high school. I have led my school
with to excel in different sports leagues & cultural meets. ... Show more content on Helpwriting.net
...
I had a team of Engineers from overseas and on shore. Differences in culture and work styles have
created friction in the team which was impacting the performance of the team. I realized this would
impact the project success and needs immediate resolution, therefore had conversations with the
team members and realized inadequate acquaintance with each other is causing this. As a first step I
discussed and educated the team of the importance of working as one team for the project success.
To establish the cooperation and unity I organized a team building event. This helped them to get
familiar with one another and overcome their reservations and in turn helped me to build a strong

The Situational Leadership Theory
2.1.6 The Situational Leadership Theory
Dissatisfaction with behavioral theory of leadership led researchers to search for another solution.
This led to the recognition of situational factors as important factors for the success of leadership.
The recognition that effective leadership involves matching leadership behaviors and strategies to
particular situational contexts was the most important advance in leadership research (Chemers,
1997).
According to Tannenbaum & Schmidt (1958) cited in Stroh, Northcraft & Neale (2002), three forces
affect leaders action i.e. the forces in the leader, the forces in the follower and the forces in the
situation indicating that the leaders style is highly variable. Based on the assumptions of this theory
many models were developed ... Show more content on Helpwriting.net ...
Contingency theories contend that there is no one best way of leading organizations as situational
factors determine the effectiveness of the leadership style of leaders (Stroh, Northcraft & Neale
2002). Leaders that are successful in one organization can be ineffective in another organization or
when the situation changes. Both contingency theories and situational theories assume that there is
no one best way to lead organizations effectively. They differ from each other in that situational
theories focus on the behavior the leader should adopt, given follower behavior while contingency
theories take a broader view including contingent factors such as leader capability and other
variables within the situation. The different models developed by researchers that are proponents of
the contingency theories to leadership include Fiedler's Least Preferred Co–worker Theory,
Cognitive Resource Theory and Strategic Contingencies

Situational Leadership Theory Paper
Situational Leadership Theory is a contingency theory which focuses on analysis of the follower and
the situation versus the leader as the starting point for application (Meirovich & Gu, 2015; Robbins
& Judge, 2016). Throughout this theory, the term readiness is used relative to the follower's abilities
and maturity to engage in a situation (Bedford & Gehlert, 2013; Robbins & Judge, 2016). Follower
readiness, as determined by willingness and abilities, dictate the leader response to the situation as
influenced by the amount of direction and supportive behaviors required to successfully emerge
from the contingent situation (Bedford & Gehlert, 2013). Based upon the variables of readiness,
behaviors, and direction required, the leader responds ... Show more content on Helpwriting.net ...
Transformational Leadership transcends multiple situations. Leaders utilize the four components of
Transformational leadership which include idealized influence, inspirational motivation, intellectual
stimulation, and individualized consideration (McCleskey, 2014; Robbins & Judge, 2016; Stone,
Russell, & Patterson, 2004). Leaders that employ Transformational Leadership often have highly
desirable personality traits that are modeled, and then emulated by followers as a method of
idealized influence (Marques, 2015). The transformational leader is able to generate inspirational
motivation within an individual by empowerment of the follower through communication of shared
goals and sense (Stone, Russell, & Patterson, 2004). Intellectual stimulation is achieved thorough
the leader engaging the follower in problem solving and innovation for solutions (Robbins & Judge,
2016; Stone, Russell, & Patterson, 2004). Furthermore, the transformational leader connects with
the follower through mentorship and acknowledgement of the individual versus the team (Stone,
Russell, & Patterson, 2004). To conclude, Transformational Leadership is a successful tool for
managing change, as the transformational leader is able to create a shared vision, generate support
for change, and successfully implement and maintain the change (Marques, 2015). Relative to the
scenario, Transformational Leadership is paramount for successful change due to the engagement of
the followers with the shared vision of the

Situational Leadership Theory Of Leadership
When it comes to Winston Churchill, Martin Luther King, and our own President Obama, how did
they become such powerful people? What do they have that the average person does not? Well, that
answer is leadership skills. They did not know when they were born that they were going to become
big leaders, but as they were growing up they learned what skills it took to allow them to become
different from everyone else and become leaders.
As we all know there is no magic when it comes to leadership. You either have the leadership skills
or you don't. While it is a learned behavior that begins at almost birth and is strengthened throughout
your life. And the simple rule is that not all people are born to be leaders.
Situational leadership theory is useful and relevant in effective leadership culture
Situational leadership theory is the theory that not just one style of leadership can work in every
situation. Two scientists named Paul Hershey and Ken Blanchard came up with the theory. It was
first named Life cycle theory of leadership and then was changed in mid–1970 to Situational
leadership theory. When it comes to situational leadership theory we must understand that every
situation is not the same and that every situation cannot be handled the same way. You cannot lead a
group the same way all the time (Blanchard, 2001).
When it comes to situational leadership theory, it is the way that people respond to working and
being led in a group. There are some important pieces to this

The And Situational Leadership Theory
1).My predominant leadership style, dependent upon this exercise, might have been taking an
interest. Yes, this is reliable for the thing that I might have predicted ahead of time. The point when
working in groups I feel it will be important to the fewer group leaders should welcome the
information for different fewer group parts in the recent past settling on a choice that will influence
the bunch. This will push cohesiveness for attempting towards the team's objective and also hint at
less group parts that their information is valued.
2). According to the Situational Leadership Theory, leaders are effective when they select the right
leadership style for the circumstances they contend. Specifically, this relies on the development for
... Show more content on Helpwriting.net ...
Directions
A careful self–assessment reflects an even minded perspective from claiming its design and intent:
self–assessment if help the necessities about dealing with particular projects or strategies and should
yield suitable data to decision making in specific relevant particular circumstances. By leading self–
assessments and utilizing the information picked up through them, professionals accept the part of
an agonized for change attempting should move forward a system on approaches identified by the
self–assessment. Regardless the authoritative setting, when a self–assessment is great and precisely
in– and distinguishes fitting caveats–it is a handy apparatus in overseeing to outcomes that respond
on a primary goal will give acceptable timely, reliable, and helpful input around progressing and
finished activities and to infer applicable essential meanings that would instantly advantageous in
strategy design and program management. (Boud, 2013)
The fundamental components of self–assessments apply if the establishment is a real multinational
agency, a government department, or an NGO. As a result, the request will be a general
methodology that embodies all standards and acknowledged guidelines for the act. The self–
assessment methodology applies widely–accepted social science and management science request
systems and approaches, same time it facilitates manageress decision–making and determines if
sufficient execution Advance has aggravated should accomplish relied

Situational Theory And Situational Leadership

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