Situational Leadership

Hersey and Blanchards Situational

Theory
Situational Theory It implies that to be effective leader, requires that a person adapt his or her style to the demands of different situations that is readiness of followers.

Situational Leadership Model

Successful leadership behaviors depend on the

readiness of followers Ability in relation to a specific task Willingness to undertake the new task

Leadership behaviors Supportiveness (people orientation) Directiveness (task orientation) Four combinations of the two dimensions of

leadership behavior

Hersey-Blanchards Situational Theory of Leadership

Four leadership styles:

1. Telling style reflects a high concern for

production and a low concern for people. High directive-low supportive (S1)-directive 2. Selling style based on a high concern for both people and production. High directiveHigh supportive(S2)-coaching 3. Participative style based on a combination of high concern for people and low concern for production. High supporting-low directive style.(S3)Supporting 4. Delegating style reflects a low concern for both people and production . low

Development Levels of Followers

R1-Low Readiness Level Telling(Directing) R2-Moderate Readiness Level Selling(Coaching) R3-High Readiness Level Participating( Supporting) R4-Very High Readiness Level Delegating Style

Implications
If subordinate are at R1(unable & unwilling)

level, the leader needs to adopt telling style(S1). If subordinate are at R2(unable & willing) level, the leader needs to adopt selling style(S2). If subordinate are at R3(able& unwilling)level, the leader needs to adopt participative style(S3). If subordinate are at R4(able & willing)level, the leader needs to adopt delegating style(S4).

Strengths
Easy to understand, and easily applied in

variety of setting. Well known and frequently used in training programs. More prescriptive than subjective. Emphasize on leaders flexibility according to situation Treat each subordinate differently based on the task at hand.

Criticism
Not theoretical sound enough

Does not tell how development needs

changes for subordinates Does not explain how demographic characteristics effect employee preference for leadership Does not provide guidelines for leaders in group setting as compared to one to one basis.