1. Situational Approach
Chapter 5

2. Situational Leadership (Hersey & Blanchard, 1969)
Summary
Leaders should match their style to the competence and commitment of subordinates
Focuses on choosing a leadership style appropriate for the situation
Used extensively in organizational leadership training and development
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

3. Leadership Styles Definition
Leadership style - the behavior pattern of an individual who attempts to influence others
It includes both:
Directive (task) behaviors
Supportive (relationship) behaviors
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

4. 4 Leadership Styles: S1 – S4
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

5. Dimension Definitions
Development Levels
Definition
Dimension Definitions
Low Competence
High Commitment
The degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity D1
Some Competence
Low Commitment D2
Mod-High Competence
Low Commitment D3
High Competence
High Commitment D4
High
Moderate
Low D4 D3 D2 D1
Developed
Developing
Developmental Level of Followers
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

6. The Developmental Level of the Follower Determines the Appropriate Leadership Style

7. How Does The Situational Approach Work?
In any given situation Leaders have 2 tasks:
1st Task
2nd Task
Diagnose the Situation
Identify the developmental level of employee
Ask questions like:
What is the task subordinates are being asked to perform?
How complicated is it?
What is their skill set?
How motivated are they to do the job?
Adapt their Style
The leadership style must correspond to the employee’s development level
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

8. Emphasizes Leader Flexibility.
Strengths
Emphasizes Leader Flexibility.
Leaders should change their style based on task requirements and subordinate needs.
Emphasizes Differential Treatment.
Leaders need to treat each subordinate according to his/her unique needs.
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

9. Semi-Strengths Marketplace Approval. Relative Clarity.
Consultants often promote situational leadership as providing a credible model for training managers to become effective leaders.
Relative Clarity.
Situational leadership clearly states what a leader should and should not do in various settings.
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

10. Developmental levels aren’t convincing.
Criticisms
Developmental levels aren’t convincing.
Why should motivational levels go down when competence goes up?
Competence levels only progress continuously for people doing routine tasks.
Example: House painting
Not true when technology or job requirements are changing.
Most people would say they need support depending on the task requirements, the relational context, and their life situation.
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

11. Research fails to support the basic prescriptions of the model.
Criticisms
Research fails to support the basic prescriptions of the model.
Situational leadership assessments of leadership effectiveness may classify effective leaders as ineffective if they tend to use the same style across situations (e.g. high task, high relationship).
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.