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    BLANCHARD-A Situational Approach PDF

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    Haroon Ali K

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    © All Rights Reserved
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    A Situational Approach to Managing People by Kenneth H. Blanchard Read about the leadership training breakthrough that inspired the bestselling sequel to The One Minute Manager. Leadership ne Minute anager” SITUATIONAL LEADERSHIP II Ken Blanchard The aceptance of Situational Leadership as 2 practical, ea)-o-understand approach to managing and motivating people hasbeen widespread over the ks decade ad hall. Paul Hersey and I ist, ‘esribed Situational Leadership asthe “Life Cycle Theory of Leadership" in 199, Up unl now, the most extensive presentation of the concept has een our Hersey Blanchard text, Management of Orga feational Behavior: Cilzing Human Resouces: now i is th editon. For those of you who know Situational Leadership, youl se as you rad this atc that I've made @ number of changes inthe orginal model- changes which reflect conversations with my colleagues at Blanchard Training and Development, fs. particulrly my wife, colleague and frend, Margie, Don Carew, Eunice ParsiCarew, Fred Finch, Laurie Hawkins, Drea Zari and Pat Zigarmi?— my own ‘experienc, and the ideas manager allover the world have shared with me. This article ad the book “Leadership and the One Minute Manager’ co-authored with Pat at Drea Zgarmi mark fr al of wat Blanchard Training and Development, Ine, & new generation of Situational Leadership thinking which is why we now call the model Situational Leadership LEADERSHIP AND LEADERSHIP STYLE Anytime you ty 0 influence the behavior of another person, you are engaging in an at of leader ship. Therefor, leadership isan influence process. Ifyou are interest in developing your staff and >aulding motivational climates wich rest in high level of productivity, as wells human satisfaction in the short and long tun, then you need to think about your aderhip style. Leadership sve isthe patter of tebaviors you axe when you ae tring to influence the behavior of others as percived by "hem, While your pereprions of your owa behavior and its impact on othes is interesting ay” impor tant it tells you only how you"inend”to at. Unless it matches the perceptions of those ou ae eying to influence, its a01 very help. For example, if you think you ate “an empathetic, people-oriented manager,” batyour peopethinkyouare"a hard-nosed, task-oriented person," whose perception of reality wl hey at on yours oF thet own? Obviously thir Ova, For yes, when people talked about leadership ile, they’ idemtifed two extremes—an autocratic (aietive} leadership ssl and a demosratic (supportive) kadeship tle. Autocrat leaders used pos tion power and ther authority to get rents while democratic leaders used personal power and involved others in participative problem solving and decision-making process. Tannenbaum and Sebi, in thei claske Harvard Busnes Review ate "How to Choose a Leadership Pattern® argued that these two leadership styles autocratic and democratic—wre either/or sles of leadership. They deseribed a continuum with Very authoritarian leader behavior atone endl and very democratic leader behavior at the eter end SITUATIONAL LEADERSHIP IL Further research, however, showed that leadership tls tend to vary considerably fom situation to situation, and that ic snot bef to think of leadership sil as an either/or cotineun. White the behavior of some leaders is characterized mainly by dieting thee fllowes’' activites in terms of tsk ascomplisment (directive behavion, oer leaders cancentate on providing socio-emotionl support fn on building personal relationships hetween themselves and thi followers (supportive Behavior). In ‘othe situations, various combinations of directive and supportive behavior are evident. Thus, it was ‘determined that directive and supportive leader behaviors ae aot citheror leadership styles. Instead, these patterns of leader behavior can be plowed on two separate and distinct axes as shown in Figure 1 *| ign Supportive Low Drectve | High Supportive § 3 83 82 | Low Supportive igh Directive S| Low Directive ‘Low Supportive a ioe ‘Behavior s4 st Wow DIRECTIVE BEHAVIOR ich Figure 1. The Four Base Leadership Sighs Each of the four lndership styles depicted in Figure I represent different combinations of directive and supportive leadership behavior? These combinations differ on three dimensions: 1) the amount of tirecion the leader provides, 2) the amount of support and encouragement the leader provides, and 3) the amount of follower involvement in decision-making, Directive and Supportive Leader Behaviors DIRECTIVE BEHAVIOR is defined as “The extent to which leader engages in one-vay communication; spells out the follower(s) role and tls the followers) what to do, where to do it, when todo it and how todo it; and ‘then closely supervises performance, Three words can be used to define DIRECTIVE BEHAV- FOR: structure, contol, and supervise. ‘SUPPORTIVE BEHAVIOR is defined as The extent to which a ader engages in two-vay communication, listens, provides support and encouragement, facilitates interaction, and involves the followers) in decision-making. Three words cam be used to define SUPPORTIVE BEHAVIOR: pris, inten, and facilitate, In Style (se Figure 1, lederis high on direction, low on suppor. He or she defines oles and goals, provides spesific instruction to the fllower(), and closely supervises task accomplishment. When thing Style 2, the leader high on both cirestion and support. He or she explains dessins and soliis ‘suggestions fom the followers), but continues to direct task accomplishment, Ste 3 leader behaviors Characterized by high supportive and low directive behavior. The leader and followers) make deisons together and then the leader supports the follower efforts toward task accomplishment. In Sigle 4. & leader provides low support and dizection. He ot she tums over decisions and responsibility fr impe~ ‘mentation to the follower) Leadership Behar as Problem Solving/Deciion- Making Sils ‘As defined earl adership stylist pater of bshaos you ase when You ae trying infec the behaviows fetes as perce hy she Sine te base Behaviors that subordinates respond tn sessing you leadership spe are the pes of problem solsng and decision making process tha you ‘se wth them, each ofthe four adrship tyes cam he dnt with diferent approach o problem Solving and dcson-ating as lsat in Figure 2. 4] mars | Sa ge |e B msorne | ene ye | st igre 2. The Four Basic Leadership Sighs a Types of. Problemsolvng and Deeslonsmahing Pree High rective ow supportive keader behavior Sis refered 1 a8 "Dieting" The eae dines the ‘oes of followers and tel them what hw, when, and where to do varios tasks, Prblemsoing and ‘econ aking are initiated sll by the maageeSolstions an devsion are announcs- commune tions larly ve-nay, and implementation i closely supervised by te leader igh diteive hgh soppotv behave (2) tefered to 8 "Coaching." In hn iy the adel provides great deal of diction and leads wih ihe ideas, but he o be also ters her the fellowes feelings about decisions as wellas thet ides and sigestions. While wo-nay commeniation ad suppor are cease, conta oer decon making remit wih the lene High support low dietive leader behaioe (S3) i ile “Spporing” In Sile 3 the las of contol fr day-to-day decsion-naking a problems shits Irom adr to follows Te ade’ fale sto provide eeeognton apd to atively Tsten and ecitate problem solsng dion making on the pat ofthe follower. Thisis appropriate since the Follower.) xs the ability al knowledge to do the task whenever the se ofS} is mar Low supports low diesvekader behavior (Ss abel “Deering.” In Sine 4 the ede is uses the problems with suborintts) ui ont sarcement achieve on problem definition a hen the deiscnsmaking proses deleted totally tothe flloner. Now i i the subordinate who has significant coil fr deciding ha tasks are oe accomplish. Followers) ae allowed to "ran thei tn show” because they hve bath competences conden: to tak responsi for dieting their ‘own bshasoe No*One Best” Leadership Sts ‘Once it mas generally agreed that there were four basic ladershp ses charactried by varying egres of aietve and supportive behavior, some writers! argued that there was “ne best leone Which maxinized productivity and satfaction, growth and development in all itvatios. However, further research inthe last several decade has clearly supported the contention that there is no best leadership syle: succesful leaders are able 1 adap heist ft the requrements ofthe situation." While the acd fr a situational approach to leadership might make sense its not very hep 10 practicing managers, who have 1 make leadership decisions every day. It all depends onthe situa tion” they want to know wen to use which se ‘A numberof situational variables influence which leadership stl wil be appropriate in which situa tion. These variables include timeline, job and task demands, organizational climate, and superion’ associates peer’ and subordinates skill and expectations. While al hese factors and undoubtedly others impact the effectiveness ofa particular sve if practicing managers had to examine all he situs- tional variables sugusted by theorists before deciding which syle to use, they would be immobiled That is why Hersey and Blanchard hased thee Situational Leadership approach around the key factor ‘hat they found fo have the greatest impact on your eboice of kadeship syle—the fllowent). In particu, twas found that tbe amount of direction or suppor tha a leader should provide depends on the development level that the followers) exhibits on a specific task function, oF objective that the lender is atempting to accomplish through the individual or group Development Leet {n Situational Leadership development eels defined asthe Competence and Commitment! of our followe(s}—1o perform a parila task without supervision. We use the word Competence rather than ability because people often se ability to mean potential, They tlk about natural ability to

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