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Management Theory in Education

Management Theory in Education

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Dr. W.A. Kritsonis, Management Theory in Education and Business
Dr. W.A. Kritsonis, Management Theory in Education and Business

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Published by: William Allan Kritsonis on Nov 18, 2009
Copyright:Attribution Non-commercial


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Management Theory in EducationWilliam Allan Kritsonis, PhDOverviewAn investigation into the area of management theory revealed theimportance of knowing situational leadership. The authors recommended for study are Paul Hersey, Kenneth Blanchard and Dewey E. Johnson who, in1996, co-authored Management of Organizational Behavior. Chapters 8-10and 12-17 have been denoted as important to the comp questions.Chapter 8:Situational LeadershipChapter 9:Situational Leadership, Perception, and the Impact of Power Chapter 10:Developing Human ResourcesChapter 12:Building Effective RelationshipsChapter 13:Communicating with RapportChapter 14:Group DynamicsChapter 15:Implementing Situational Leadership: Managing People toPerformChapter 16:Implementing Situational Leadership: One Minute Manager Chapter 17:Implementing Situational Leadership: Effective Follow-Up
Specific areas in each chapter were reported to have greater relevancethan other areas. This report will highlight the designated areas of relevance.Chapter 14 was indicated as an extremely important chapter.Chapter 8: Situational LeadershipManagers must be able to identify clues in an environment, adapt their leadership style to meet the demands of their environment and have the personal flexibility and range of skills necessary to vary their own behavior.Situational Leadership was developed by Paul Hersey and Kenneth H.Blanchard at the Center for Leadership Studies in the late 1960's. In 1982 theoriginal Situational Leadership was modified to include diagnosticinstruments and training materials. The new approach is called SLII. The best description of this approach to Situational Leadership can be found inLeadership and the One Minute Manager by Kenneth Blanchard.According to Situational Leadership, there is no one best way toinfluence people. Which leadership style to use varies upon the situation and people involved. The following descriptions apply to the four styles:
Style 1 (S1).
This leadership style is characterized byabove-average amounts of task behavior and below-averageamounts of relationship behavior.
Style 2 (S2).
This leadership style is characterized byabove-average amounts of both task and relationship behavior.
Style 3 (S3).
This style is characterized by above-averageamounts of relationship behavior and below-averageamounts of task behavior.
Style 4 (S4).
This style is characterized by below-average amounts of both relationship behavior and task  behavior.The authors state the leadership situations involving the family,schools or other settings, different words may be more appropriate than
for example,
behavior or 
 behavior and
 behavior-but the underlying definitions remain thesame.
 Figure 1: Effective Leader Behavior (page 192)
 Adapted from Paul Hersey, Situational Selling (Escondido, Calif.: Center for  Leadership Studies, 1985), p. 20.

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