Paul Hersey & Ken Blanchard Situational Leadership Theory

is exuded and illustrated through the abilities and willingness of the group members in order to complete a task.

Low Readiness : When followers lack the willingness to get the job done as well as lack the abilities to contribute to the task.

Moderate Readiness : When followers are unable to perform due to circumstances and/or lack the ability, but are willing to put in the time and effort to contribute in the future.

Moderate to High Readiness : When followers have the abilities and the expertise to perform tasks, but lack the willingness to put in effort or engage in activities.

High Readiness : This is the point where the destination is met. This is where the followers are completely able and willing.

There are Four combinations of task and relationship behaviors that determines the leadership styles:

1- The Telling Style: Is a directive style which focus on task behaviors with low emphasis on relationship behaviors.

2- The Selling Style: Is also a directive style with high emphasis on both task and relationship behaviors.

3- The Participating Style: Is less directions and more collaboration between leader and follower. High emphasis on relationship and low on task behaviors.

4- The delegating Style: which has low emphasis on both task and relationship behavior.

Five Situational Variables - According to Training in interpersonal skills by Stephen P. Robbins and Phillip L. Hunsaker

1- Trust – The commitment between the leader and the followers, or the team as a whole,

Concepts of trust – integrity, competence, consistency, loyalty and openness

2- Objectives – Specific goals and objectives that you and your team will want to accomplish will determine your leadership style, If you all are working towards a mutual objective or goal.

3- Task Characteristics – The structure and clarity in the task to determine the leadership style. What specific procedures are needed.

4- Rewards – Increase follower and leader motivation, leaders can increase the follower motivation by knowing what the follower desires and giving the opportunity of recieving it.

5- Time – If time is available there is more opportunity for a selection of leadership style. Under pressure a leader has to make their decision at the moment when it is needed.

Paul Hersey & Ken Blanchard

Situational Leadership Theory

Variables

Leadership Styles

Situational Leadership Model

LOW

HIGH

Follower Readiness

Unable and unwilling

Able and willing

Unable but willing

Able but unwilling

Leadership Style

TELLING

High task and low relationship

SELLING

High task and high relationship

PARTICIPATING

High relationship and low task

DELEGATING

Low relationship and low task

Skill Concepts

Leadership Behavior

References

Followers Readiness

1. Bass, B. M. (1990). Transactional to transformational leadership: Learning to Share the Vision. Organizational Dynamics, 19-31.

2. Bertsch, D. L. (2009). The relationship between transformational and transactional

leadership of symphony orchestra conductors and organizational performance in U.S. symphony orchestras. (Order No. 3359533, Capella University). ProQuest Dissertations and Theses, , 259-n/a. Retrieved from http://search.proquest.com/docview/305161798?accountid=12212. (305161798).

3. Grimsley, S. (2014). What is Situational Leadership? – Theories, Styles and Definition.

Retrieved from http://education-portal.com/academy/lesson/what-is-situational-leadership-theories-styles-definition.html#lesson

4. Kat Kadian-Baumeyer. (2014). Hersey-Blanchard's Model of Situational Leadership. Retrieved from http://education-portal.com/academy/lesson/hersey-blanchards-model-of-situational-leadership.html#lesson. .Nyberg, D., & Sveningsson, S. (2014, November). Paradoxes of authentic leadership: Leader identity struggles. Leadership, pp. 437-455.

5. Leadership. A leader lives in each of us retrieved from http://www.learningdomain.com/Situational.pdf

6.Odumeru, J. A., & Ogbonna, I. G. (2013). Transformational vs. transactional leadership

theories: Evidence in literature.International Review of Management and Business Research, 2(2), 355-361. Retrieved from http://search.proquest.com/docview/1413332681?accountid=12212

7. Pendleton, D. E. (2012). Leadership [electronic resource] : all you need to know. (Macmillan, Ed.) Palgrave, New York.

8. Tabernero et al. (2009). The role of task-oriented vs relationship-oriented leadership on normative contract and group performance. Social Behavior and Personality, 1391-1404.

9. The Leader-Follower Relationship retrieved from http://www.regent.edu/acad/global/publications/lao/issue_6/pdf/grayson_speckhart.pdf

10. Wegge, J., Shemla, M., & Haslam, S. (2014). Leader behavior as a determinant of health at work: Specification and evidence of five key pathways. Zeitschrift Für Personalforschung, 28(1/2), 6-23. doi:10.1688/ZfP-2014-01-Wegge

Questions ???

Transformational Leadership

• When leaders and followers inspire and motivate each other.
• Relationship oriented
• Theory Y Style
• Concepts
• Charisma/Idealized influence
• Inspirational motivation
• Intellectual Stimulation
• Personal/individual Attention

Transactional Leadership

• Exchange of needs and wants between leader and follower.
• Task oriented
• Theory X Style
• Concepts
• Contingent Rewards
• Management by Exemption

ORGA - 330

Instructor: Chris Hancock

Presented by: Hamdan Albalawi, Alejandra Saavedra, Daniel Hostettler, Shane Hansraj,,Ali

November 13th, 2014

Relationship-oriented Behavior

-Satisfy social and emotional needs of the members.

-Focused on consideration, mutual trust, respect, communication and other sociological variables.

-Stronger effect on follower satisfaction and leader effectiveness.

Task-Oriented Behavior

-Careful supervision of employees

-Focused on methods and results

-Focused on giving directions

-Stronger effect on leader performance

-Greater group efficacy

-Less negative affective state among members