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IntroductionSituational theories of leadership work on the assumption that the most effective style of leadership changes from situation to situation. To be most effective and successful, a leader must be able to adapt his style and approach to diverse circumstances. For example, some employees function better under a leader who is more autocratic and directive. For others, success will be more likely if the leader can step back and trust his team to make decisions and carry out plans without the leader’s direct involvement. On a similar note, not all types of industries and business settings require the same skills and leadership traits in equal measure. Some fields demand a large measure of innovation, whereas in others, personal charisma and relational connection with clients are far more important. Different theories have been developed that recognize the situational aspects of leadership. Each theory attempts to provide its own analysis of how leadership can be most successful in various situations. Let’s consider a few of the key theories. Hersey and Blanchard’s Situational Leadership TheoryThe term “situational leadership” is most commonly derived from and connected with Paul Hersey and Ken Blanchard’s Situational Leadership Theory. This approach to leadership suggests the need to match two key elements appropriately: the leader’s leadership style and the followers’ maturity or preparedness levels. The theory identifies four main leadership approaches:
In addition to these four approaches to leadership, there are also four levels of follower maturity:
In Hersey and Blanchard’s approach, the key to successful leadership is matching the proper leadership style to the corresponding maturity level of the employees. As a general rule, each of the four leadership styles is appropriate for the corresponding employee maturity level:
Maturity levels and leadership styles Identifying the employee maturity level becomes a very important part of the process, and the leader must have the willingness and ability to use any of the four leadership styles as needed. Goleman’s Model of Situational LeadershipAnother situational theory of leadership has been developed by Daniel Goleman. His theory incorporates his development of the concept of emotional intelligence. He develops that idea into six categories of situational leadership, describing the leadership style and suggesting when each style is most appropriate and likely to be successful:
Normative Decision TheoryOne final theory we will look at is Vroom and Yetton’s Normative Decision Theory. This approach is intended as a guide in determining the optimum amount of time and group input that should be committed to a decision. A leader has a number of options available to him in this regard:
Victor Vroom and Phillip Yetton provide a model that helps leaders decide when to use each approach. The model walks leaders through a series of questions about the decision to be made, and the answers will lead the decision maker to the suggested approach. The questions focus on a few key factors:
Leaders are challenged not only to make good decisions, but to decide who decides. At times, the best choice is to involve others in the decision. Which of the following statements is true of the normative leadership theory developed by Vroom and yetton?Which of the following statements is true of the normative leadership theory, developed by Vroom and Yetton? It is used to determine the level of participation in decision making.
Which of the following statement is an assumption of behavioral leadership theories?Which of the following statements is an assumption of behavioral leadership theories? Good leadership is rooted in behavior.
Which of the following is the first step in Lussier's change model?Identifying possible resistance to a change is the first step in Lussier change model.
Which of the following would be the most appropriate way to motivate employees with high need for achievement?Which of the following is the most appropriate way to motivate employees with high need for achievement? Give them non-routine, challenging tasks in which there are clear, attainable objectives.
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