Hersey-Blanchard Situational Leadership Model

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– A situational leadership theory that emphasizes followers and their level of maturity. The leader must properly judge or intuitively know followers’ maturity level and then use a leadership style that fits the level.

TASK BEHAVIOR

RELATIONSHIP

BEHAVIOR

Low High

HighSituational Leadership Hersey-Blanchard

Telling

S1

Specific Instructions

Closely Supervise

Coaching

S2

Explain Decision

Clarification Opportunity

Supporting

S3

Share Ideas

Facilitated Decision Making

Delegating

S4

Get Outof

The Way

Development level of followers

R1 Not competent

Not committed

R2 Not competent

Committed

R3 Competent

Not committed

R4 Competent

Committed

R1

R2R3

R4

People With High Task Maturity Tend to Have--

• Ability

• Skills

• Confidence

• Willingness to work.

The Contingency Leadership Model

• Description of the Model– The contingency model of leadership

effectiveness was developed by Fiedler and postulates that the performance of groups is dependent on the interaction between leadership style and situational favorableness.• Leadership style is measured by the

Least-Preferred Coworker Scale (LPC).

Fiedler’s Situational Variables and Their Preferred Leadership Styles

Good Good Good Good Poor Poor Poor Poor

High High Low Low High High Low Low

Strong Weak Strong Weak Strong Weak Strong Weak

Task-Oriented Relationship-Oriented Task-Oriented

Very Unfavorable

Situational CharacteristicsI II III IV V VI VII VIII

Situation

Leader-member relations

Task structure

Position power

Preferred leadership style

Very Favorable

Fiedler’s ContingencyTheory

Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader.

Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals.

Position power: is the extent to which the leader has formal authority over subordinates.

Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader.

Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals.

Position power: is the extent to which the leader has formal authority over subordinates.

Leadership Continuum

Path-Goal Leadership Model

• Description of the Model– A theory that suggests it is necessary for a

leader to influence the followers’ perception of work goals, self-development goals, and paths to goal attainment. The foundation for the model is the expectancy motivation theory

Path-Goal Theory

• Increase subordinates' motivation to attain personal and organizational goals by--

1. Clarifying the subordinates' path to the available rewards

2. Increasing the rewards that they value

• Path clarification means the leader helps subordinates learn the behaviors that lead to task accomplishment and rewards.

Three Contingencies of Path-Goal

• Leader behavior and style

• Situational contingencies

• Use of rewards to meet subordinate needs.

Leader Behavior

• Supportive leadership

• Directive leadership

• Participative leadership

• Achievement-oriented leadership.

Vroom-Jago Leadership Model

A leadership model that specifies which leadership decision-making procedures will be most effective in each of several different situations.

Refer to p.443

Vroom-Jago Leadership Model

• Features of the Model– Five Different Decision Styles

• Autocratic (A) - the leader makes the decision without input from subordinates.

• Consultative (C) - subordinates have some input, but you make the decision.

• Group (G) - The group makes the decision; you (as leader) are just another group member.

• Delegated (D) - You give exclusive responsibility to subordinates.

Charismatic Leadership

• Defining Charismatic Leadership– Charismatic leaders have a combination of

charm and personal magnetism that contribute to a remarkable ability to get other people to endorse their vision and promote it passionately.

A leader who has the ability to motivate subordinates to transcend their expected

performance.

Charismatic Leadership

• Two Types of Charismatic Leaders– Visionary Charismatic Leaders

• Through communication ability, the visionary charismatic leader links followers’ needs and goals to job or organizational goals.

– Crisis-Based Charismatic Leaders• The crisis-produced charismatic leader

communicates clearly what actions need to be taken and what their consequences will be.

Transactional Leadership

The leader helps the follower identify what must be done to accomplish the desired

results: better quality output, more sales or services,

reduced cost of productionSimilar to

Path Goal

Transformational Leadership

By expressing a vision, the transformational leader

persuades followers to work hard to achieve the goals envisioned. The leader’s

vision provides the follower with motivation for hard

work that is self-rewarding (internal)

A leader distinguished by a special ability to bring

about innovation and change.

Substitutes for Leadership• Organizational Variables Group cohesiveness Formalization Inflexibility Low position power Physical separation

• Task characteristics Highly structured task Automatic feedback Intrinsic satisfaction

Servant Leader

A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission.

Factors that Describe Transformational Leaders

Charisma

Individual Attention

Intellectual Stimulation

Contingent Reward

Management by Exception

What a Difference a Century Can MakeContrasting views of the corporation:

CHARACTERISTIC 20TH CENTURY 21ST CENTURY

ORGANIZATION The Pyramid The Web or Network

FOCUS Internal External

STYLE Structured Flexible

SOURCE OF STRENGHT Stability Change

STRUCTURE Self-sufficiency Interdependencies

RESOUCES Atoms-physical assetsBits-information

OPERATIONS Vertical integration Virtual integration

PRODUCTS Mass production Mass customization

REACH Domestic GlobalDATA: BUSINESS WEEK 2000

What a Difference a Century Can MakeContrasting views of the corporation:

CHARACTERISTIC 20TH CENTURY 21ST CENTURY

FININCIALS Quarterly Real time

INVENTORIES Months Hours

STRATEGY Top-down Bottom-up

LEADERSHIP Dogmatic Inspirational

WORKERS Employees Employees/free agents

JOB EXPECTIONS Security Personal growth

MOTIVATION To compete To build

IMPROVEMENTS Incremental Revolutionary

QYALITY Affordable best No compromiseDATA: BUSINESS WEEK 2000

GIVE THEM SOMETHING USEFUL TO DO

VALUE THEM

GIVE THEM A SCORECARD AND A SAY

REWARD CONTRIBUTION