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Situational Leadership & Conditional Outdoor Leadership Theo

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Casey Jones

on 1 June 2015

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Transcript of Situational Leadership & Conditional Outdoor Leadership Theo

Conditional Favourability
Leadership Styles/Leadership Continuum
- Telling: leader makes the decision and demands action from the group members
- Selling: leader makes the decision and convinces group members of its merit
- Testing: leader presents the decision, but invites group members to modify it
- Consulting: leader presents the problem seeks input in the decision
- Joining: leader outline the problem and lets the group formulate the decision
- Delegating: leader lets the group members outline the problem for themselves and come to their own decision

Leadership Orientation
Leaders are oriented toward either task or relationship.

: the level of concern that the leader has for getting the job done, or achieving the goal
: looking after group interactions, or maintaining a positive atmosphere among the group members

leaders tend toward autocracy
leaders tend toward abdicracy
Situational Leadership Theory
-> Developed by
Hersey and Blanchard (1982)
-> Based on the premise that most leadership
activities can be classified into either
task or relationship dimensions.
-> Leaders must be flexible enough to change their style depending on the
needs of the group which is determined by the
group readiness model
Readiness level consists of three components:
group ability, motivation, and education or experience
R1 (low)
: Members are unable and unwilling to do a task or are insecure about it
R2 (moderate)
: members are unable to do the task, but are willing or confident about it
R3 (moderate)
: members are able to do the task but are unwilling or insecure about it
R4 (high)
: members are able and willing to do the task and are confident about it
Therefore, the leader behaviour is determined by the readiness of the group and the group’s orientation to the dimension of task and relationship.

Conditional Outdoor Leadership Theory (COLT)
Environmental dangers
: weather, perils, hazards, and objective and subjective risks
Individual competence
: experience, confidence, skill, attitude, behaviour, and knowledge
Group unity
: morale, maturity, cooperation, communication, trust, responsibility, and interest
Leader proficiency
: credibility, judgement, stress, fatigue, and perceived capability
Decision consequences
: clarity of the problem, sufficient solution time, available resources, expected ramifications, and degree of uncertainty or challenge
Developed by
Priest and Gass (1997)
. Developed from situational leadership theory and adapted specifically for outdoor leaders.
Medium favouability
: Dangers are acceptable, leader is proficient, individuals reasonably responsible, group gets along fairly well, consequences of decisions are mostly recoverable.
Style depends on "pull" of concerns.
High favouability
: Dangers minimal, leader is proficient, individuals very competent, group gets along extremely well, consequences of decisions are minor.
More abdicratic style.
Low favourability
: Dangers extreme, leader is deficient, individuals incompetent, group gets along poorly, consequences of decisions are major.
More autocratic style.
Conditional Outdoor Leadership Theory (COLT)
Situational Leadership & Conditional Outdoor Leadership Theory (COLT)
Situational Leadership Theory
Full transcript