Hersey–Blanchard Situational Leadership Model

1. The Hersey–Blanchard Situational Leadership Model L EADERSHIP Presented by: Ali Noman Ashraf M.B.A-4 th

2. H ersey–Blanchard Situational Leadership Model Leadership A n attempt to use influence to motivate individuals to achieve some goals. Hersey–Blanchard Situational Leadership Model Explains how to match the leadership style to the situation and readiness of the group members. Classified according to the relative amount of task and relationship behavior the leader engages in.

3. H ersey–Blanchard Situational Leadership Model Readiness The knowledge, experience, and skill an individual or group brings to a particular task. The extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task. Ability Willingness

4. H ersey–Blanchard Situational Leadership Model Four Leadership Styles: The leader defines the roles needed to do the job and tells followers what, where, how, and when to do the tasks. The leader provides followers with supportive instructions, but is also supportive. The leader and followers share in decisions about how best to complete a high-quality job The leader provides little specific, close direction or personal support to followers. Telling Selling Participating Delegating

5. H ersey–Blanchard Situational Leadership Model I mplementation: Leadership Styles Explanations Situations Telling Emphasize task-oriented behavior and be very directive and autocratic High task, Low relationship Unable, Unwilling Members are new or inexperienced, and need a lot of help, direction, and encouragement to get the job done. Selling Provides considerable input about task but also emphasizes human relations High task, High relationship Unable & Willing Members are a little more responsible, experienced, and willing to do the task but do not have the necessary skills.

6. H ersey–Blanchard Situational Leadership Model I mplementation: Leadership Styles Explanations Situations Participating Less direction and more collaboration Low task, High relationship Able, Unwilling Groups have the ability to do the job but may be unwilling to start or complete the task. Delegating Delegates responsibility to group members and simply kept informed of progress Low task, Low relationship Able & Willing They are self-sufficient and competent