The Hershey-Blanchard Situational Leadership Theory.

Developed by Paul Hershey and Kenne

th Blanchard, the Situational Leadership Theory (SLT) suggest that a leader's style should be d
etermined by matching it with the maturity level (or readiness) of each subordinates.

Readiness consists of two concerns:

1. Job readiness (or task competence); and
2. Psychological readiness (or commitment).

Subordinates may be classified as follows:

1. Those with low competence and low commitment (D-1);
2. Those with low competence but with high commitment (D-2);
3. Those with high competence commitment but low commitment (D-3);
4. Those with high competence and high commitment (D-4).

Four leadership styles available to leaders:

1. A "directing" style that is best to low followers readiness.
2. A "coaching" style that is best for low to moderate follower readiness.
3. A "supporting" style that is best for moderate to high follower readiness.
4. A " delegating" style that is best for high readiness.

The Leader- Member Exchange Approach( by George Graen)

Leaders developed unique relationship with each group members, they exchange information, r
esources, and role expectations that determine the quality of their interpersonal relationships.

Normative Decision Model

Also known as "leader-participation model" and "decision-making model of leadership", the nor
mative decision model was developed by Victor and Philip Yetton. Some years later, the model
was revised Vroom and Arthur Jago.
Five decision making styles:
1. Autocratic I- the leader individually solves the problem using the information already available.
2. Autocratic II- the leader of thanks data from the subordinates and then decides.
3. Consultative I- the leader explains the problem to the individual subordinates and obtain idea
s from each before deciding.
4. Consultative II- the leader meets with groups of subordinates to share the problem and obtai
n inputs, and then decides.
5. Group II- the leader shares problem with groups and facilitates a discussion of alternatives ai
ming to reach a group agreement on a solution.

The normative decision model is based on the following assumptions:

1. The leader can accurately classify problems according to the criteria offered.
2. The leader is willing and able to adapt his or her leadership style to fit the contingency conditi
on he or she faces.
3. The leader is willing to use a rather complex model.
4. The employees will accept the legitimacy of different styles being used for different problems,
as well as the validity of leaders classification of the situation at hand.

The Muczyk-Reimann Model.

This model was developed by Jan P. Muczyk and Bernard C. Reimann, and it suggests that "pa
rticipation" behavior is concerned with the degree to which subordinates are allowed to be involv
ed in decision making.

Four leadership styles are considered:

1. The directive autocrat. The leader makes decisions unilaterally and closely supervises the act
ivities of subordinates.
2. The permissive autocrat. This leader makes decision unilaterally but allows subordinates a gr
eat deal of latitude in execution.
3. The directive democrat. This leader wants full participation but closely supervises subordinate
activity.
4. The permissive democrat. This leader allows high participation in decision making and in exe
cution.