situational leadership theory by Misba Fathima S

Situational leadership theory

Basics

1. Situational Leadership Theory

2. Meaning Situational leadership theory suggests that no single  leadership style  is best. Instead, it depends on which type of leadership and strategies are best suited to the task. According to this theory, the most  effective leaders  are those that are able to adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting the job done. Situational leadership theory is often referred to as the Hersey-Blanchard Situational Leadership Theory, after its developers, Dr. Paul Hersey, author of "The Situational Leader," and Kenneth Blanchard, author of "One-Minute Manager."

3. Characteristics: P urpose and values E mpowerment R elationships and communications F lexibility O ptimal performance R ecognition and appreciation M orale

4. Leadership Styles Hersey and Blanchard suggested that there are four primary leadership styles: Telling (S1): In this leadership style, the leader tells people what to do and how to do it. Selling (S2): This style involves more back-and-forth between leaders and followers. Leaders "sell" their ideas and message to get group members to buy into the process. Participating (S3): In this approach, the leader offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions. Delegating (S4): This style is characterized by a less involved,  hands-off approach to leadership . Group members tend to make most of the decisions and take most of the responsibility for what happens.

5. Maturity levels : The right style of leadership depends greatly on the maturity level (i.e., the level of knowledge and competence) of the individuals or group. Hersey and Blanchard's theory identifies four different levels of maturity, including: M1: Group members lack the knowledge, skills, and willingness to complete the task. M2: Group members are willing and enthusiastic, but lack the ability. M3: Group members have the skills and capability to complete the task, but are unwilling to take responsibility. M4: Group members are highly skilled and willing to complete the task.

6. Matching styles and levels : Leadership styles may be matched with maturity levels. The Hersey-Blanchard model suggests that the following leadership styles are the most appropriate for these maturity levels: Low Maturity (M1)—Telling (S1) Medium Maturity (M2)—Selling (S2) Medium Maturity (M3)—Participating (S3) High Maturity (M4)—Delegating (S4)

7. Steve Jobs Apple owes its massive success to the influence of its most famous leader, Steve Jobs. While most people associate Jobs with the authoritative telling leadership style, his approach was actually much more nuanced than many realize. Jobs ’ famous product launches were not only a way to get consumers excited about new products. The launches were also a method for Jobs to sell his vision to employees. Jobs had a unique way of motivating teams to pursue ideas that were unpopular internally, despite the massive success they would eventually meet. He was also capable of using a delegate approach to leadership. Jobs wanted to hire the best people in areas he was not necessarily familiar with. He did this with the hope that they would be able to create success even without his direct intervention, as with his massive success in founding the Pixar movie studio.

8. Advantages: Increased flexibility improved communications Better allocation of resources Enhanced motivation Better decision making

9. Disadvantages: Complexity Time-Consuming Potential for Misinterpretation Inconsistency

10. Scenario : Assume that you’re in a meeting on the top floor of the building and suddenly, there's a fire, how will you lead your team to direct them to land safely ?

11. Leadership styles : AUTOCRATIC LEADERSHIP Autocratic leadership, also known as authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their ideas and judgments and rarely accept advice from followers . boss centric and authoritarian High power distance Employees work hard when the leader is present

12. Democratic leadership: democratic leadership: Democratic leadership, also known as participative leadership or shared leadership, is a leadership style in which members of the group participate in the decision-making process . Group centric Seeks input to make decisions Followers work hard without the leader present

13. laissez faire The Definition. Laissez-faire leadership takes a hands-off approach to leadership and gives others the freedom to make decisions. While leaders still provide their teams with the resources and tools they need to succeed, they remain largely uninvolved in the day-to-day work . Hands off does not mean lazy