SITUATIONAL LEADERSHIP THEORY Chapter 3
Situational Leadership 2 The Contingency Approach – Situational Leadership - recognizes: Different situations and followers require different leadership styles No one leadership style is appropriate for all situations and effective leaders need to adjust their style to match the situation
Situational Leadership 3 There are four leader styles (S) Directing, Coaching, Supporting, Delegating There are two contingencies Follower readiness (R) based on competence and commitment Strategies for success relate to the ability to select the right leader style Performance goals concern production efficiency and follower satisfaction and development
Situational Leadership 4
Low Readiness Level (R1) Followers are at a low level because of: Poor ability and skills, little experience Insecurity, unwillingness to take responsibility Considered unable and insecure/unwilling Leader uses a directive or telling style being very specific telling followers: Exactly what to do, how to do it, and when
Moderate Readiness Level (R2) Followers are at a moderate level when: May lack some education and experience, but Demonstrate high confidence, ability, interest, and willingness to learn Considered somewhat unable but willing Leaders uses a selling or persuading style giving some direction, but also seeks input from others and clarifies tasks for followers rather than directing
High Readiness Level (R3) Followers are at a high level when they: Have the necessary skills and experience, but May be insecure in their abilities and need some guidance from the leader Considered able but insecure or unwilling Leader uses a participating style followers’ development and acts as a resource for advice and assistance
Very High Readiness Level (R4) Followers have: Very high levels of education, experience, and Readiness to accept responsibility for their own task behavior Considered able and willing The leader delegates responsibility for decisions and implementation to followers
Situational Leadership Model Degree of follower’s readiness to assume personal responsibility: R1 R2 R3 R4 Unable Unable Able Able Unwilling Willing Unwilling Willing S2 S3 S4 S1 Selling: Participating: Delegating: Telling: Explaining and Sharing and Coaching and Instructing and clarifying facilitating assisting supervising Leadership behavior appropriate to the situation:
Situational Leadership Causal Chain Leadership Styles Directing Coaching Supporting Delegating Ideal Conditions for each style determined by subordinate factors Follower competence Follower commitment Strategies for Success Ability to select the correct style Performance Goal Production efficiency. Follower satisfaction and development 10
Situational Leadership 11 Some aspects of the model have changed Now have a combined contingency variable called Follower Maturity (M) consisting of job maturity and psychological maturity Job maturity consists of experience, education and capacity Psychological maturity consists of willingness based on motivation and confidence. This model uses the term follower readiness (R) Other models use the term follower maturity (M)
Application 12 The Situational Leadership Model Can be used to determine the situation (Follower Readiness) and then choose the corresponding leadership style Competence increases over time Willingness varies over time Initially has to be directed – then gains confidence through coaching, then lowers as the realities of the job set in and needs support – finally a high level as fully competent
Situational Leadership 13 Strengths The model has intuitive appeal Highly prescriptive Useful for training – principles are easy to master Emphasis on style range and adaptability
Situational Leadership 14 Weaknesses Basis for determining style is very narrow – only considers subordinate competence and commitment Excludes factors such as task, organizational or leader factors Psychological maturity theory explanations vary The level of empirical support is low
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