ROBERT J.R. GRAHAM: Ken Blanchard

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Tuesday, 16 September 2014

Situational Leadership (SLII) Theory

Situational Leadership Theory Model

The Situational Leadership Theory, is a leadership theory developed by Paul Hersey, professor and author of the book Situational Leader , and Ken Blanchard, leadership guru and author of The One Minute Manager , while working on the first edition of Management of Organizational Behavior (now in its 9th edition).^[1] The Theory was first introduced as “Life Cycle Theory of Leadership“.^[2] During the mid 1970s, “Life Cycle Theory of Leadership” was renamed “Situational Leadership theory”.^[3]

In the late 1970s/early 1980s, the authors both developed their own Models using the Situational Leadership theory; Hersey – Situational Leadership Model and Blanchard et al. Situational Leadership II Model.

The fundamental underpinning of the Situational Leadership Theory is there is no single “best” style of leadership. Effective leadership is task-relevant and that the most successful leaders are those that adapt their leadership style to the Maturity (“the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience of an individual or a group for the task) of the individual or group they are attempting to lead/influence. That effective leadership varies, not only with the person or group that is being influenced, but it will also depend on the task, job or function that needs to be accomplished.^[4]

Leadership styles

Hersey and Blanchard characterized leadership style in terms of the amount of Task Behavior and Relationship Behavior that the leader provides to their followers. They categorized all leadership styles into four behavior types, which they named S1 to S4:

Cover of The Situational Leader

S1: Telling – is characterized by one-way communication in which the leader defines the roles of the individual or group and provides the what, how, why,when, and where to do the task

S2: Selling – while the leader is still providing the direction, he is now using two-way communication and providing the socioemotional support that will allow the individual or group being influenced to buy into the process.

S3: Participating – this is now shared decision making about aspects of how the task is accomplished and the leader is providing less task behaviors while maintaining high relationship behavior.

S4: Delegating – the leader is still involved in decisions; however, the process and responsibility has been passed to the individual or group. The leader stays involved to monitor progress.

Of these, no one style is considered optimal for all leaders to use all the time. Effective leaders need to be flexible, and must adapt themselves according to the situation.

Maturity Levels

The right leadership style will depend on the person or group being led – the follower. The Hersey-Blanchard Situational Leadership Theory identified four levels of Maturity M1 through M4:

M1 – They generally lack the specific skills required for the job in hand and are unable and unwilling to do or to take responsibility for this job or task.

M2 – They are still unable to take on responsibility for the task being done; however, they are willing to work at the task.

M3 – They are experienced and able to do the task but lack the confidence to take on responsibility.

M4 – They are experienced at the task, and comfortable with their own ability to do it well. They are able and willing to not only do the task, but to take responsibility for the task.

Maturity Levels are also task specific. A person might be generally skilled, confident and motivated in their job, but would still have a Maturity level M2 when asked to perform a task requiring skills they don’t possess.

Developing people and self-motivation

A good leader develops “the competence and commitment of their people so they’re self-motivated rather than dependent on others for direction and guidance.” (Hersey 91)^[5] According to Hersey’s “the situational book,”^[6] the leader’s high, realistic expectation causes high performance of followers; the leader’s low expectations lead low performance of followers. According to Ken Blanchard, “Four combination’s of competence and commitment make up what we call ‘development level.’”

D4:High competence and high commitment

D3:Moderate to high competence and variable commitment

D2:Some to low competence and low commitment

D1:Low competence and high commitment

In order to make an effective cycle, a leader needs to motivate followers properly. it helps

Source

Create an Adaptive Culture for Embracing Change

Leadership: Literature Review

8 Traits of High-Potential Future Leaders

PESTEL Analysis – Clinical and Professional Leadership in Health and Social Care

Fiedler’s Contingency Model

Building Success with Business Ethics: Advice from Business Leaders (Collection)

Metcalf & Associates Announces Launch of Online Innovative Leadership Development Program

Leading By Example

Leadership Coaching – Return on Investment (ROI)

Ldr 531 final exam guide 20) Which path-goal leadership style leads to greater satisfaction when tasks are ambiguous or stressful? A. Directive B. Supportive C. Participative D. Reactive

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Thursday, 28 August 2014

Managers vs. Leaders

By Ken Blanchard and Drea Zigarmi

You may think of the words “manager” and “leader” as two concepts representing opposite ends of a continuum. The term manager typifies the more structured, controlled, analytical, orderly, and rule-oriented end of the continuum. The leader end of the continuum connotes a more experimental, visionary, unstructured, flexible, and impassioned side. Managers and leaders are not the same. They think differently internally, and behave differently externally.

In truth, leaders and managers tend to see different aspects of work and organizational life as important, and therefore, worthy of their time. They tend to treat people differently, and they spontaneously react to others differently. They tend to allow their people to have different focuses, and to limit their people in different ways. You can understand why these differences result in varied organizational cultures and, finally, why different reactions result from those who are being led (depending on the follower’s disposition and point of view).

Leadership is defined as the act of arousing, engaging, and satisfying the motives of followers-in an environment of conflict, competition, or change-that results in the followers taking a course of action toward a mutually shared vision. You cannot effectively lead if you do not know your values. Understanding your values gives you insight about others. Values-based activity is the basis for commitment—yours and others’. Too many organizations, because of the lack of leadership, require the followers’ mind and muscle, but not their hearts. This requires the followers’ focused activity, but does not engage the followers’ purpose. Organizational life, because of a lack of leadership, does not integrate the followers’ deeper core beliefs with the work they are asked to do.

Remember, leadership style is the pattern of influence you use with others, over time, as perceived by them. Also recall that directive behaviors in a one-to-one context are as follows:

Setting goals

Planning work in advance

Defining timelines ?? Specifying priorities

Determining methods of evaluation

Defining roles and decision-making prerogatives

Showing and telling how outcomes will be accomplished

Supportive behaviors in a one-to-one context have been described as follows:

Listening

Praising and encouraging

Asking for input

Sharing information about the total organization’s operation

Sharing information about self

Facilitating the problem-solving of others

Providing rationale

Read more about managers vs. leaders in The Leader Within

Which DISC is Your Boss?

We all have a basic behavioral style that we bring to our work environment. P4 Behavioral Styles Indicator produces an overview of the 4 basic behavioral style based on an individual’s responses to a short questionnaire. This report discusses how approaches problems, influences people, paces his (her) work, or follow procedures.. Read this section of the report carefully to get a good understanding of his basic behavioral style.

D = Direct – How Approaches Problems

I = Influence – How Influences and Interacts with People

S = Steadiness – How Reacts and Responds to Pace

C = Compliance – How Follows Procedures Set by other people

Click here to order DISC Behavioral Styles Indicator – Employee Version

Click here to order DISC Behavioral Styles Indicator – Executive Version