Leadership is a process that emerges from a relationship between leaders and followers. One of the major benefits of the situational leadership ® approach is the core message of the theory: there is no single leadership style, but rather a leader must find the right fit for the given situation. Leadership is defined as a process where an individual influences a group of followers to achieve a common goal or outcome (PSYCH 485: Leadership in the Work Setting, p. 5, 2014). New followers, Hersey and Blanchard theorize, need more guidance leaders should focus on the task and at hand and not on relationships with these followers. Followers see the limitations inherent in any given situation; leaders see the possibilities. Therefore, situational leadership explains how leaders must react and decide, based on specific circumstances, and that all leadership is situational. Situational Leadership Theory, or the Situational Leadership Model, is a model created by Paul Hersey and Ken Blanchard, developed while working on Management of Organizational Behavior. Their skills, knowledge, and ability will affect their delivery of a task independently of a leader’s guidance. But realizing a vision and addressing compelling causes cannot be accomplished by the leader alone. The idea behind situational leadership is that you, the leader, should change your leadership approach to be more or less directive, and more or less supportive, based on the situation.. And the situation means whether your direct report (i.e., team member) is a competent and committed superstar, or on the other end of the scale, an incompetent slacker. They see change as frightening and troublesome. Hersey and Blanchard see directing as the way a leader communicates a directive, or instruction, to the follower. In all, Situational Leadership is based on the amount of task behavior and relationship behavior the leader provides and the performance readiness level, ability and willingness, that a follower shows in the performance of his or her task (Hersey, Blanchard & Johnson, 2008 p. 156). Factors in situational decisions include the motivation and level of competency of the followers. The leader response for different situations adds to his experiences and background, shaping his framework for carrying plans and making decisions. a. Stogdill b. Hersey and Blanchard c. Blake and McCanse d. Katz. Follower’s Task Readiness (Task Development) A follower’s or subordinate’s Task Readiness covers their ability to deliver what has been asked of them. Suppose a manager has determined that a follower’s readiness level in terms of administrative paperwork is low. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior. Being an effective follower is one route to becoming a leader. The nature of the leadership process varies substantially depending on the leader, the followers, and the situation and context. In fact, one leadership theory is based on how managers adjust their behavior to fit situations, especially their followers. The theory was first introduced in 1969 as "life cycle theory of leadership". When things go wrong, leaders don’t dwell on how bad things are. Followers are much-maligned, but we’re all followers in some areas of our lives. Paul Hersey and Kenneth Blanchard’s Situational Leadership Theory, on the other hand, examines how leadership is dependent upon whether a follower is someone being developed or someone who has already been developed. Thus, leadership is the function of an interaction between the leader, the follower, and the context. Situational theories of leadership work on the assumption that the most effective style of leadership changes from situation to situation. For example, Lowin and Craig (1968), in an imaginative laboratory experiment, showed Similar to the styles of a leader – task vs people, a group or followers need to be competent as well as committed to their assigned tasks. Situational leadership will be high on the “directive” aspect when the subordinates are not sufficiently developed and need constant supervision. They note that a leader directing tasks to a follower is basically a one way form of communication. This removes the need to follow a rigid strategy at all times and instead, a leader is more able to make sense of the situation around him or her. 5 In fact, there would be no leaders without followers. Leaders must adapt to the situation, but not to the followers c. Different situations demand different kinds of leadership d. Leadership is directive . leader in that situation with a follower of that readiness level. In this video, Dr. Zia is talking about the triangle of Leader Follower & Situation. A) It considers situational favorability, which is the amount of control a leader has over his or her followers, an important variable. To be most effective and successful, a leader must be able to adapt his style and approach to diverse circumstances. Situational Leadership is a flexible, adaptable leadership approach that determines whether a leader is more directive or supportive based on their followers’ individualized needs. During the mid-1970s, life cycle theory of leadership was renamed "Situational Leadership Theory." Unlike traits, behavior is potentially inßuenced not only by the leadersÕ dispositions but also by the situations that leaders confront. A leader who is able to adjust his response to fit the situation is ahead of one who cannot shift between leadership styles. Here are the do's and don'ts to consider when answering the interview question "Are you a leader or a follower?" According to the definition of leadership, the results that may come of a leader are dependent on the followers and the situation. History of Situational Leadership® In 1969, Blanchard and Hersey developed Situational Leadership® Theory in their classic book Management of Organizational Behavior. Leadership And Organizational Performance Analysis 886 Words | 4 Pages . The leader/follower situation framework contains the elements: leader, follower, and situation. The four basic ways of leading followers in the Situational Leadership® method are directing, supporting, coaching and delegating. Here, the leader gives specific instructions about what the goals are, and exactly how the goals need to be achieved. Different situations demand different kinds of leadership. It is a practical leadership model that, when practiced and perfected, can lead to very positive outcomes for the leader and follower. 4. When things go wrong, leaders don’t dwell on how bad things are. Hersey and Blanchard. Using Situational Leadership, the leader would place an X on the readiness continuum as shown in Figure 3 (below R1). Related. Thus, the nature of leader–follower relationships involves reciprocity, the mutual exchange of influence. For example, some employees function better under a leader who is more autocratic and directive. Situational leadership often does not work well when repetitive tasks need to be completed, as this type of leadership is flexible and many task-driven environments are not. SItuational leadership depends on the leader's ability to judge an employee's maturity level. However, when we follow others, we never learn anything from first hand experience. Situational Leadership theory was developed by Paul Hersey and Kenneth Blanchard. Organization/Group Development Level. Book Link: https://amzn.to/2Nokr9MFREE Audiobook Trial: https://amzn.to/2A5gb8sIn this video, we'll explain the Situational Leadership Model. Followers see the limitations inherent in any given situation; leaders see the possibilities. The framework lays out a way for leaders to learn their role because the leader need to gain power and hold. It is similar to a parent supervising the actions of a toddler. Leader Follower Situation Framework. Coaching. Purpose – Ambiguity surrounding “follower competence and commitment” of Hersey and Blanchard’s situational leadership theory (SLT) has rendered validation difficult. And in that role, we can learn some important skills that make us better leaders. Napier and Gershenfeld (1987) stated “successful leaders are those who can adapt their behavior to meet the needs of their followers and the particular situation” (p. 242). This theory was first called the “Life Cycle Theory of Leadership.” During the mid-1970s, it was … We’re never the first people to try something or find something new, and so there comes a point when just following someone is not enough. Situational leadership asserts that the characteristics of a successful leader will vary based on the people he or she needs to lead, as well as on the context in which the group is operating. Keep all of the below in mind when formulating a response to this question. They’re too busy trying to make things better. The style of choice depends upon the organization’s environment and the competence and commitment of its followers. A situational leadership model is one that describes how followers will require a different style of leadership depending on the situation in hand. Consider the example in figure 3. Leader behavior research was a step in the direction of acknowledging the role of situation or context in leader-ship. B) It maintains that leaders who correctly base their behaviors on follower maturity will be highly effective. Figure 1: Hersey and Blanchard Situational Leadership Styles. Who focused on leaders matching their styles to the competence and commitment of employees? Summary. Followers are often thought of as sheep, yes-people, or cheerleaders, and some do play those parts. What Is Situational Leadership® Theory?. When we follow successful leaders, we learn what works and what doesn’t work, what to do and what not to do. The leaders' perception of the follower and the situation will affect what they do rather than the truth of the situation. By contrast, supporting leadership behavior … You are both a leader and a follower—the individual situation dictates which is more predominant in a given situation. Followers are content to stick with the safety of the status quo. Are you open to change? The followers’ influence upon a leader can enhance the leader or accentuate the leader's shortcomings. Leadership has the power of changing the behavior of employees. 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