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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

Situational ApproachSituational ApproachSituational ApproachSituational Approach

LeadershipLeadershipTheory and Practice, Theory and Practice,

3/e3/ePeter G. Northouse, Ph.D.Peter G. Northouse, Ph.D.

William Kritsonis, PhDWilliam Kritsonis, PhDPresenterPresenter

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

• Situational Approach Perspective

• Leadership Styles

• Developmental Levels

• How Does the Situational Approach Work?

OverviewOverviewOverviewOverview

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

Situational Approach DescriptionSituational Approach Description“Leaders match their style to the competence and “Leaders match their style to the competence and

commitment of subordinates”commitment of subordinates”

Situational Approach DescriptionSituational Approach Description“Leaders match their style to the competence and “Leaders match their style to the competence and

commitment of subordinates”commitment of subordinates”

• Developed by Hersey & Blanchard (1969); based on Reddins (1967) 3-D Management Style

• Leader-focused perspective

• Used extensively in organizational leadership training and development

• Comprised of:Comprised of:– Directive dimensionDirective dimension

– Supportive dimensionSupportive dimension• Each dimension must be

applied appropriately in a given situation

• Leaders evaluate employees to assess their competence and commitment to perform a given task

PerspectivPerspectivee

PerspectivPerspectivee

DefinitionDefinitionDefinitionDefinition

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

Leadership StylesLeadership StylesLeadership StylesLeadership Styles

• The behavior pattern of The behavior pattern of an individual who an individual who attempts to influence attempts to influence others; includes:others; includes:– Directive (task)(task) behaviors– Supportive (relationship)(relationship)

behaviors

• Directive behaviorsDirective behaviors - Help group - Help group members in goal achievement viamembers in goal achievement via one-one-way communicationway communication through:through:

– Giving directions

– Establishing goals & how to achieve them

– Methods of evaluation & time lines

– Defining roles

• Supportive behaviorsSupportive behaviors - Assist group members via two-way communicationtwo-way communication in feeling comfortable with themselves, co-workers, and situation

DefinitionDefinitionDefinitionDefinition Dimension Dimension DefinitionsDefinitionsDimension Dimension DefinitionsDefinitions

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

The Four Leadership StylesThe Four Leadership StylesThe Four Leadership StylesThe Four Leadership StylesHighHigh

Developmental Level of FollowersDevelopmental Level of Followers

DelegatingDelegating

LowLow SupportiveSupportiveLow DirectiveLow Directive

S 4S 4

SupportingSupporting

High SupportiveHigh SupportiveLow DirectiveLow Directive

S 3S 3CoachingCoaching

High DirectiveHigh DirectiveHigh SupportiveHigh Supportive

S 2S 2

DirectingDirecting

High DirectiveHigh DirectiveLow SupportiveLow Supportive

S 1S 1

LowLow HighHigh

Su

pp

orti

ve B

ehav

ior

Su

pp

orti

ve B

ehav

ior

DirectiveDirective BehaviorBehavior

D4D4 D3D3 D2D2 D1D1

DevelopedDeveloped DevelopingDeveloping

HighHigh ModerateModerate LowLow

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

S1 - Directing StyleS1 - Directing StyleS1 - Directing StyleS1 - Directing Style

• Leader focuses communication on goal achievement

• Spends LESSLESS time using supportive behaviors

DirectingDirecting

HighHigh DirectiveDirectiveLow SupportiveLow Supportive

S 1S 1

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

S2 - Coaching StyleS2 - Coaching StyleS2 - Coaching StyleS2 - Coaching Style

• Leader focuses communication on BOTHBOTH goal achievement and supporting subordinates’ socioemotional needs

• Requires leader involvement through encouragement and soliciting subordinate input

CoachingCoaching

High DirectiveHigh DirectiveHigh SupportiveHigh Supportive

S 2S 2

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

S3 - Supporting StyleS3 - Supporting StyleS3 - Supporting StyleS3 - Supporting Style

• Leader does NOTNOT focus solely on goals; rather the leader uses supportive behaviors to bring out employee skills in accomplishing the task

• Leader delegates day-to-day decision-making control, but is available to facilitate problem solving

SupportingSupporting

High SupportiveHigh SupportiveLow DirectiveLow Directive

S 3S 3

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

S4 - Delegating StyleS4 - Delegating StyleS4 - Delegating StyleS4 - Delegating Style

• Leader offers LESSLESS task input and social support; facilitates subordinates’ confidence and motivation in relation to the task

• Leader lessens involvement in planning, control of details, and goal clarification

• Gives subordinates control and refrains from intervention and unneeded social support

DelegatingDelegating

LowLow SupportiveSupportiveLow DirectiveLow Directive

S 4S 4

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

Development LevelsDevelopment LevelsDevelopment LevelsDevelopment Levels

• The degree to which The degree to which subordinates have the subordinates have the competencecompetence and and commitmentcommitment necessary necessary to accomplish a given to accomplish a given task or activitytask or activity

DefinitionDefinitionDefinitionDefinition Dimension Dimension DefinitionsDefinitionsDimension Dimension DefinitionsDefinitions

D1D1 LowLow CompetenceCompetenceHighHigh Commitment Commitment

D2D2 SomeSome Competence CompetenceLowLow Commitment Commitment

D3D3 Mod-HighMod-High Competence CompetenceLowLow Commitment Commitment

D4D4 HighHigh Competence CompetenceHighHigh Commitment Commitment

D4D4 D3D3 D2D2 D1D1

DevelopedDeveloped DevelopingDeveloping

HighHigh ModerateModerate LowLow

Developmental Level Of FollowersDevelopmental Level Of Followers

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

How Does the How Does the Situational Situational Approach Approach

Work?Work?

How Does the How Does the Situational Situational Approach Approach

Work?Work?• Focus of Situational Approach

• Strengths

• Criticisms

• Application

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

Situational ApproachSituational ApproachSituational ApproachSituational Approach

• Centered on the idea subordinates vacillatevacillate along the developmental continuum of competence and commitment

• Leader effectiveness depends on assessingassessing subordinate’s developmental position and adaptingadapting his/her leadership style to match match subordinate developmental level

FocusFocusFocusFocus

““The Situational The Situational approach requires approach requires

leaders to leaders to demonstrate a demonstrate a

strong degree of strong degree of flexibility.flexibility.””

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

StrengthsStrengthsStrengthsStrengths• Marketplace approvalMarketplace approval. Situational leadership is perceived as providing a

credible model for training employees to become effective leaders.

• PracticalityPracticality. Situational leadership is a straightforward approach that is easily understood and applied in a variety of settings.

• Prescriptive valuePrescriptive value. Situational leadership clearly outlines what you should and should not do in various settings.

• Leader flexibilityLeader flexibility. Situational leadership stresses that effective leaders are those who can change their style based on task requirements and subordinate needs.

• Differential treatmentDifferential treatment. Situational leadership is based on the premise that leaders need to treat each subordinate according to his/her unique needs.

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

CriticismsCriticismsCriticismsCriticisms• Lack of an empirical foundationempirical foundation raises theoretical considerations regarding the validityvalidity of the

approach

• Further research is required to determine how commitmentcommitment and competence competence are conceptualized for each developmental level

• ConceptualizationConceptualization of commitment itself is very unclearunclear

• Replication studies fail fail to support basic prescriptionsprescriptions of situational leadership model

• Does not not account for how particular demographics influenceinfluence the leader-subordinate prescriptions of the model

• Fails to adequatelyadequately address the issue of one-to-one versus versus group leadership in an organizational setting

• Questionnaires are biased in favorfavor of situational leadership

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Chapter 5 -Situational ApproachChapter 5 -Situational Approach

© 2003 Jan KriegerSAGESAGE Publications Publications

ApplicationApplicationApplicationApplication

• Often used in consulting because it’s easy to conceptualize and apply

• Straightforward nature makes it practical for managers to apply

• BreadthBreadth of situational approach facilitates its applicability in virtually all organizations