Leadership Effevtiveness Is Contingent to his ability to modify his management behavior to the level of his subordinates maturity or sophistication

2. OVERVIEW
•WHAT IS SITUATIONAL LEADERSHIP
•LEADERSHIP STYLES
•SITUATIONAL LEADERSHIP MODEL

3. Leadership Is An attempt to use influence
to motivate individuals to achieve some goals.
1960
Life Cycle
Leadership
Developed by Paul Hersey &
Ken Blanchard in The Late 1960
1970
Situational
Leadership

4. LEADERS EFFECTIVENESS:
Is related to the leaders traits or
behaviors in relation to differing
situational factors
Is Contingent to his ability to modify his
management behavior to the level of his
subordinates maturity or sophistication
According to situational leadership theoryAccording to the contingency theory of leadership

5. DEFINITION?
SITUATIONAL LEADERSHIP IS A STYLE IN WICH THE LEADER MUST
ADJUST HIS STYLE TO MATCH THE DEVELOPMENT LEVEL OF THE
FOLLOWERS HE’S LEADING. THE SITUATIONAL LEADERSHIP MODEL
VIEWS LEADERS AS VARYING THEIR EMPHASIS ON TASK AND
RELATIONSHIP BEHAVIORS TO BEST DEAL WITH DIFFERENT LEVEL
OF FOLLOWER MATURITY.

6. HOW TO DESCRIBE ?
• THIS IS A TERM THAT CAN BE APPLIED GENERICALLY TO A STYLE OF LEADERSHIP
• THIS TERM ALSO REFERS TO A RECOGNIZED AND USEFUL LEADERSHIP MODEL
• IN A SIMPLE TERM, A SITUATIONAL LEADER IS ONE WHO CAN ADAPT DIFFERENT
LEADERSHIP STYLES DEPENDING ON THE SITUATION
• SITUATIONAL LEADERSHIP ALLOWS YOU TO ANALYZE THE NEEDS OF THE
SITUATION YOU’RE DEALING WITH AND THEN ADOPT THE MOST APPROPRIATE
LEADERSHIP STYLE
(KEN BLANCHARD & PAUL HERSEY, 1960)

7. TWO FUNDAMENTAL CONCEPTS
•LEADERSHIP STYLES
•MATURITY LEVEL OF INDIVIDUAL OR GROUP

8. LEADERSHIP STYLES THE STYLES LEADER USES
BASED UPON COMBINING LEVEL OF :
DIRECTIVE / TASK BEHAVIOR
• INVOLVES:
• CLEARLY TELLING PEOPLE WHAT TO DO :
• HOW TO DO IT
• WHERE TO DO IT
• WHEN TO DO IT
• AND THEN CLOSELY SUPERVISING THEIR
PERFORMANCE
SUPPORTIVE / RELATIONSHIP BEHAVIOR
• INVOLVES:
• LISTENING TO PEOPLE
• PROVIDING SUPPORT AND ENCOURAGING THEIR
EFFORTS
• FACILITATING THEIR INVOLVEMENT IN PROBLEM
SOLVING AND DECISION MAKING
An Order Providing support/guidance

9. The leader defines the roles needed to do the job and tells
followers what, where, how, and when to do the tasks.
(Characterize one way communication)
The leader attempts to convince the group by providing social and
emotional support to the individual being convinced. There is two-
way communication
The leader and followers share in decisions about how best to
complete a high-quality job (Make the system more democratic)
The leader provides little specific, close direction or personal
support to followers.
S1- Telling
S2-Selling
S3-Participating
S4-Delegating
FOUR BEHAVIOR OF LEADERSHIP STYLE

10. SITUATIONAL
LEADERSHIP
MODEL

11. Maturity
Ability
(Task Maturity)
The knowledge, experience, and skill an individual or
group brings to a particular task.
Willingness
(Pshsycological Maturity)
The extent to which an individual or group has the
confidence, commitment, and motivation to
accomplish a specific task.

12. Implementation:
Leadership Styles Exhibited by
Leader
Followers Maturity &
Development Lavel
Directing/Telling – S1
Emphasize task-oriented behavior and be
very directive and autocratic
High Directive Behavior,
Low Supportive Behavior
“Enthusiastic Begginer”
Low Competence-High Commitment (D1)
Members are new or inexperienced, and need
a lot of help, direction, and encouragement to
get the job done.  best describe a new
employee
Coaching/Selling – S2
Provides considerable input about task but
also emphasizes human relations
High Directive behavior,
High Supportive behavior
“Disillusioned Learner”
Some Competence-Low Commitment (D2)
Members are a little more responsible,
experienced, and willing to do the task but do
not have the necessary skills and still lack the
Confidence .

13. Implementation:
Leadership Styles Exhibited by
leader
Followers Maturity &
Development Lavel
Supporting/Participating –S3
Less direction and more collaboration
Low directive behavior,
High Supportive behavior
“Reluctant Contributor”
Moderate, High Competence-Variable
commitment (D3)
Groups have the ability to do the
job but may be unwilling to start or complete
the task and still lack the experience to make
all decision on their own
Delegating – S4
Delegates responsibility to group members
and simply kept informed of progress
Low directive behavior,
Low supportive behavior
“Peak Performer”
High Competence-High Commitment (D4)
They are self-sufficient and competent and
need little to no direction