1. Situational Leadership

2. Leadership Situational and contingency theories
The situational leadership model proposed by Hersey and Blanchard suggests four leadership-styles and four levels of follower-development. For effectiveness, the model posits that the leadership-style must match the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well.

3. Diversity (business) Role of leadership
These can overlap and lend themselves to situational leadership which Paul Hersey and Kenneth Blanchard suggested depends the combination of the relationship behavior and the tasks at hand

4. Managerial grid model
The managerial grid model (1964) is a situational leadership model developed by Robert R. Blake and Jane Mouton. This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y.

5. Modes of leadership - Mode vs style
In situational leadership theory, styles of leadership refer to behaviors that a leader should engage with in different situations

6. Task-oriented and relationship-oriented leadership - Situational leadership theory
The research concluded that there is no single "best" style of leadership, and thus led to the creation of the Situational Leadership Theory, which essentially argues that leaders should engage in a healthy dose of both task-oriented and relationship-oriented leadership fit for the situation, and the people being led.

7. Trait leadership - History of research on trait leadership
During this period of widespread rejection, several dominant theories took the place of trait leadership theory, including Fiedler’s (1967) contingency model, Blake and Mouton’s (1964) managerial grid, Hersey and Blanchard’s (1969) situational leadership model, and transformational and transactional leadership models (Avolio, Sosik, Jung, & Berson, 2003; Bass, 1985; Podsakoff, MacKenzie, Moorman, & Fetter, 1990).

8. Trait leadership - History of research on trait leadership
Additionally, to account for the arguments for situational leadership, researchers have used the round-robin design methodology to test whether certain individuals emerge as leaders across multiple situations (Kenny & Zaccaro, 1983)

9. Trait leadership - Criticisms of trait leadership
In addition to situational leadership theory, there has been growing support for other leadership theories such as transformational, transactional, charismatic, and authentic leadership theories

10. Situational leadership theory

11. Situational leadership theory
The situational leadership theory, is a leadership theory developed by Paul Hersey, professor and author of the book Situational Leader, and Ken Blanchard, leadership guru and author of The One Minute Manager, while working on the first edition of Management of Organizational Behavior (now in its 9th edition). The theory was first introduced as "Life Cycle Theory of Leadership". During the mid-1970s, "Life Cycle Theory of Leadership" was renamed "Situational Leadership theory".

12. Situational leadership theory
In the late 1970s/early 1980s, the authors both developed their own models using the situational leadership theory; Hersey - Situational Leadership Model and Blanchard et al. Situational Leadership II Model.

13. Situational leadership theory
The fundamental underpinning of the situational leadership theory is that there is no single "best" style of leadership

14. Situational leadership theory
The Hersey-Blanchard Situational Leadership Model rests on two fundamental concepts; leadership style and the individual or group's maturity level.

15. Situational leadership theory - Maturity Levels
The right leadership style will depend on the person or group being led. The Hersey-Blanchard Situational Leadership Theory identified four levels of Maturity M1 through M4:

16. Situational leadership theory - Situational Leadership II
Blanchard and his colleagues continued to iterate and revise A Situational Approach to Managing People, and in 1985 introduced Situational Leadership® II (SLII®).

17. Situational leadership theory - Situational Leadership II
In 1979, Ken Blanchard founded Blanchard Training & Development, Inc., (later The Ken Blanchard Companies) together with his wife Margie Blanchard and a board of founding associates. Over time, this group made changes to the concepts of the original Situational Leadership® Theory in several key areas, which included the research base, the leadership style labels, and the individual’s development level continuum.

18. Situational leadership theory - Situational Leadership II
The Situational Leadership® II (SLII®) Model acknowledged the existing research of the Situational Leadership® Theory and revised the concepts based on feedback from clients, practicing managers, and the work of several leading researchers in the field of group development.

19. Situational leadership theory - Situational Leadership II
Blanchard’s Situational Leadership® II Model uses the terms “competence” (ability, knowledge, and skill) and “commitment” (confidence and motivation) to describe different levels of development.

20. Situational leadership theory - Situational Leadership II
The Situational Leadership® II Model tends to view development as an evolutionary progression meaning that when individuals approach a new task for the first time, they start out with little or no knowledge, ability or skills, but with high enthusiasm, motivation, and commitment

21. Servant leadership - Servant leadership philosophy and its link with leadership theory
Some see a difference between a leadership philosophy (e.g. “servant leadership” or “ethical leadership”) and a leadership theory (e.g. functional and situational leadership theories). The former is a values-based view of how leaders should act whereas the latter is usually a way of teaching leaders how to be more effective.

22. Kevin J. Kennedy
Kennedy is the author of Devil in the Details: The Practice of Situational Leadership.

23. Hersey-Blanchard situational theory
During the mid-1970s, Life Cycle Theory of Leadership was renamed Situational Leadership theory.Insert Hersey, P

24. Hersey-Blanchard situational theory
The fundamental underpinning of the situational leadership theory is that there is no single best style of leadership

25. Hersey-Blanchard situational theory - Maturity Levels
The right leadership style will depend on the person or group being led. The Hersey-Blanchard Situational Leadership Theory identified four levels of Maturity M1 through M4:

26. Hersey-Blanchard situational theory - Developing people and self-motivation
* 'D1' - Low competence and high commitmentBlanchard, Kenneth H., Patricia Zigarmi, and Drea Zigarmi. Leadership and the One Minute Manager: Increasing Effectiveness through Situational Leadership. New York: Morrow, Print.

27. Hersey-Blanchard situational theory - Situational Leadership II
Leadership and the One Minute Manager: Increasing Effectiveness through Situational Leadership

28. Leader - Situational and contingency theories
Situational leadership theory|Situational theory also appeared as a reaction to the trait theory of leadership

29. Leader - Situational and contingency theories
The Hersey-Blanchard situational theory|situational leadership model proposed by Hersey and Blanchard suggests four leadership-styles and four levels of follower-development. For effectiveness, the model posits that the leadership-style must match the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well.#refHersey2008|Hersey et al. (2008)

30. Vroom-Yetton decision model
The 'Vroom–Yetton contingency model' is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Phillip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation. This model suggests the selection a leadership style for group decision making.

31. Three Levels of Leadership model - Limitations of older leadership theories
Hersey Blanchard’s Situational leadership theory, House’s Path-goal theory, Tannenbaum Schmidt’s leadership continuum) assume that leaders can change their behavior at will to meet differing circumstances, when in practice many find it hard to do so even after training because of unconscious fixed beliefs, fears or ingrained habits

32. History of contingency theories of leadership - Contingency theories of leadership
In 1969 Paul Hersey and Ken Blanchard published Management of Organizational Behavior: Using human resources detailing their situational leadership theory. This theory was unique in bringing these concepts together:

33. History of contingency theories of leadership - Contingency theories of leadership
Situational leadership is a prescriptive theory offering the manager guidance about what style to use in a given situation.

34. History of contingency theories of leadership - Expanded leadership taxonomies
After the development of situational leadership, a third taxonomic category was recognized independently by Goran Ekvall and Jouko Arvonen in 1991 and Gary Yukl in 1997

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