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PRESENTED BY : DEWAN V. S. GROUP OF INSTITUTION INDIA
4
THEORIES
SITUATIONAL
LEADERSHIP
Many psychologists
have attempted to
define leadership.
Trait theorists say
successful leaders possess
similar and unchanging
personality traits. Leaders are
born, not made.
Behavioral theorists say
anyone can develop behavioral
patterns identified as ideal
leadership traits. Leadership can
be learned.
Another group believes leaders have to
adjust their style according to the circumstance.
They call this situational leadership.
Let’s take a look at this theory’s different models.
DelegativeAuthoritarian Participative
Creates goals, makes
decisions for the
group
Expresses goal,
consults the group,
asks suggestions
Lets the group set
goals, methods and
work pace
Lewin’s 3 Styles
Leadership Model#1
A leader can be…
Leadership
Style
When to use Specific Example
Authoritarian
During emergency
situations
Surgery
Participative
Competitive, creative
situations
Brainstorming for
design
Delegative
When the leader
trusts the group well
Leader outsources
an expert
#2
Tannenbaum-Schmidt
Continuum of Leadership
Behavior
Leader chooses a style in the continuum,
depending on the circumstance.
Leadership Style
Tells Sells Suggests Joins Delegates Abdicates
Manager-oriented
Leadership
(High use of authority
by manager)
Team-oriented
Leadership
(High freedom for
team)
Leadership
Style
What the Leader Does
Tells Decides for the team
Sells Decides, provides rationale
Suggests Decides, provides rationale, asks questions
Consults Proposes decision, asks for ideas
Joins Presents problem, asks for options
Delegates Provides problem, lets members resolve it
Abdicates Asks team to define and resolve problem
Fiedler's Contingency Model#3
Leadership
style
What the
leader does
Task-oriented
Relationship-
oriented
Concentrates on
getting the job done
Focuses on relationship
with the team
The team recognizes
the leader’s authority
Trust exists between the
leader and the team
Leader choose a style depending on the
favorableness of a situation.
A situation is favorable if:
Task is clear
Situation
favorableness
Ideal leadership
style
High
Intermediate
Low
Task-oriented
Relationship-oriented
Task-oriented
Hersey and Blanchard's
Situational Leadership Model#4
Leader changes style according to
his or her followers’ ability and willingness.
Members may be:
Unable and
Unwilling
1 2 3 4
Unable but
Willing
Able but
Unwilling
Able and
Willing
If follower is Leadership style is Leader emphasizes*
Unable and
unwilling
Telling (Leader
directs team)
High task
Low relationship
Unable but
willing
Selling (Leader
encourages team)
High task
High relationship
Able but
unwilling
Participating (Leader
consults team)
Low task
High relationship
Able and
willing
Delegating (Leader
empowers team)
Low task
Low relationship
* Task refers to directive behavior.
Relationship refers to supportive behavior.
(SupportiveBehavior)
RELATIONSHIPBEHAVIOR
TASK BEHAVIOR
(Directive behavior)
LEADER BEHAVIOR
DELEGATING TELLING
PARTICIPATING SELLING
low
high
high
FOLLOWER READINESS
Able &
willing
Able but
unwilling
Unable but
willing
Unable &
unwilling
High task
Low relationship
High task
High relationship
Low task
High relationship
Low task
Low relationship
“Who can be a situational leader? A
sales manager, a night shift supervisor,
an MBA, an elementary school teacher,
a plant manager, the parent who has
three kids. A situational leader is
anybody who recognizes that
influencing behavior is not an event
but a process.”
Dr Paul Hersey
THANK YOU

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situational leadership

  • 1. PRESENTED BY : DEWAN V. S. GROUP OF INSTITUTION INDIA 4 THEORIES SITUATIONAL LEADERSHIP
  • 2. Many psychologists have attempted to define leadership. Trait theorists say successful leaders possess similar and unchanging personality traits. Leaders are born, not made. Behavioral theorists say anyone can develop behavioral patterns identified as ideal leadership traits. Leadership can be learned.
  • 3. Another group believes leaders have to adjust their style according to the circumstance. They call this situational leadership. Let’s take a look at this theory’s different models.
  • 4. DelegativeAuthoritarian Participative Creates goals, makes decisions for the group Expresses goal, consults the group, asks suggestions Lets the group set goals, methods and work pace Lewin’s 3 Styles Leadership Model#1 A leader can be…
  • 5. Leadership Style When to use Specific Example Authoritarian During emergency situations Surgery Participative Competitive, creative situations Brainstorming for design Delegative When the leader trusts the group well Leader outsources an expert
  • 6. #2 Tannenbaum-Schmidt Continuum of Leadership Behavior Leader chooses a style in the continuum, depending on the circumstance. Leadership Style Tells Sells Suggests Joins Delegates Abdicates Manager-oriented Leadership (High use of authority by manager) Team-oriented Leadership (High freedom for team)
  • 7. Leadership Style What the Leader Does Tells Decides for the team Sells Decides, provides rationale Suggests Decides, provides rationale, asks questions Consults Proposes decision, asks for ideas Joins Presents problem, asks for options Delegates Provides problem, lets members resolve it Abdicates Asks team to define and resolve problem
  • 8. Fiedler's Contingency Model#3 Leadership style What the leader does Task-oriented Relationship- oriented Concentrates on getting the job done Focuses on relationship with the team
  • 9. The team recognizes the leader’s authority Trust exists between the leader and the team Leader choose a style depending on the favorableness of a situation. A situation is favorable if: Task is clear
  • 11. Hersey and Blanchard's Situational Leadership Model#4 Leader changes style according to his or her followers’ ability and willingness. Members may be: Unable and Unwilling 1 2 3 4 Unable but Willing Able but Unwilling Able and Willing
  • 12. If follower is Leadership style is Leader emphasizes* Unable and unwilling Telling (Leader directs team) High task Low relationship Unable but willing Selling (Leader encourages team) High task High relationship Able but unwilling Participating (Leader consults team) Low task High relationship Able and willing Delegating (Leader empowers team) Low task Low relationship * Task refers to directive behavior. Relationship refers to supportive behavior.
  • 13. (SupportiveBehavior) RELATIONSHIPBEHAVIOR TASK BEHAVIOR (Directive behavior) LEADER BEHAVIOR DELEGATING TELLING PARTICIPATING SELLING low high high FOLLOWER READINESS Able & willing Able but unwilling Unable but willing Unable & unwilling High task Low relationship High task High relationship Low task High relationship Low task Low relationship
  • 14. “Who can be a situational leader? A sales manager, a night shift supervisor, an MBA, an elementary school teacher, a plant manager, the parent who has three kids. A situational leader is anybody who recognizes that influencing behavior is not an event but a process.” Dr Paul Hersey