Their skills, knowledge, and ability will affect their delivery of a task independently of a leader’s guidance. Situational leadership will be high on the “directive” aspect when the subordinates are not sufficiently developed and need constant supervision. Summary. 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. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior. Leaders must adapt to the situation, but not to the followers c. Different situations demand different kinds of leadership d. Leadership is directive . Keep all of the below in mind when formulating a response to this question. leader in that situation with a follower of that readiness level. The style of choice depends upon the organization’s environment and the competence and commitment of its followers. A) It considers situational favorability, which is the amount of control a leader has over his or her followers, an important variable. There are four developmental levels of followers who have significant impact on the final outcomes of the situation. The leader/follower situation framework contains the elements: leader, follower, and situation. For instance, business owners, executives, and managers who practice this leadership model shift their management style based on a person’s development. By contrast, supporting leadership behavior … They’re too busy trying to make things better. The nature of the leadership process varies substantially depending on the leader, the followers, and the situation and context. Here are the do's and don'ts to consider when answering the interview question "Are you a leader or a follower?" 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. When things go wrong, leaders don’t dwell on how bad things are. Leadership And Organizational Performance Analysis 886 Words | 4 Pages . Geir Thompson, Lars Glasø, (2018) "Situational leadership theory: a test from a leader-follower SItuational leadership depends on the leader's ability to judge an employee's maturity level. Situational Leadership is a flexible, adaptable leadership approach that determines whether a leader is more directive or supportive based on their followers’ individualized needs. a. Stogdill b. Hersey and Blanchard c. Blake and McCanse d. Katz. Purpose – Ambiguity surrounding “follower competence and commitment” of Hersey and Blanchard’s situational leadership theory (SLT) has rendered validation difficult. Thus, the nature of leader–follower relationships involves reciprocity, the mutual exchange of influence. However, when we follow others, we never learn anything from first hand experience. The four basic ways of leading followers in the Situational Leadership® method are directing, supporting, coaching and delegating. Situational Leader = Leadership Grid + Follower’s Development Level. Situational theories of leadership work on the assumption that the most effective style of leadership changes from situation to situation. Organization/Group Development Level. But realizing a vision and addressing compelling causes cannot be accomplished by the leader alone. Thus, leadership is the function of an interaction between the leader, the follower, and the context. 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). History of Situational Leadership® In 1969, Blanchard and Hersey developed Situational Leadership® Theory in their classic book Management of Organizational Behavior. And in that role, we can learn some important skills that make us better leaders. In this video, Dr. Zia is talking about the triangle of Leader Follower & Situation. You are both a leader and a follower—the individual situation dictates which is more predominant in a given situation. Leadership is a process that emerges from a relationship between leaders and followers. Coaching. Factors in situational decisions include the motivation and level of competency of the followers. 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. Unlike traits, behavior is potentially inßuenced not only by the leadersÕ dispositions but also by the situations that leaders confront. To be most effective and successful, a leader must be able to adapt his style and approach to diverse circumstances. 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. Followers see the limitations inherent in any given situation; leaders see the possibilities. B) It maintains that leaders who correctly base their behaviors on follower maturity will be highly effective. They see change as frightening and troublesome. 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. Using Situational Leadership, the leader would place an X on the readiness continuum as shown in Figure 3 (below R1). It is a practical leadership model that, when practiced and perfected, can lead to very positive outcomes for the leader and follower. Leadership has the power of changing the behavior of employees. Show More. When things go wrong, leaders don’t dwell on how bad things are. Hersey and Blanchard see directing as the way a leader communicates a directive, or instruction, to the follower. Who focused on leaders matching their styles to the competence and commitment of employees? Leader Follower Situation Framework. For example, Lowin and Craig (1968), in an imaginative laboratory experiment, showed 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). In fact, one leadership theory is based on how managers adjust their behavior to fit situations, especially their followers. The followers’ influence upon a leader can enhance the leader or accentuate the leader's shortcomings. Situational Leadership theory was developed by Paul Hersey and Kenneth Blanchard. According to the definition of leadership, the results that may come of a leader are dependent on the followers and the situation. 4. 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). A leader who is able to adjust his response to fit the situation is ahead of one who cannot shift between leadership styles. Different situations demand different kinds of leadership. Related. Followers are often thought of as sheep, yes-people, or cheerleaders, and some do play those parts. Followers are content to stick with the safety of the status quo. Book Link: https://amzn.to/2Nokr9MFREE Audiobook Trial: https://amzn.to/2A5gb8sIn this video, we'll explain the Situational Leadership Model. During the mid-1970s, life cycle theory of leadership was renamed "Situational Leadership Theory." 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. Here, the leader gives specific instructions about what the goals are, and exactly how the goals need to be achieved. When we follow successful leaders, we learn what works and what doesn’t work, what to do and what not to do.