4 SITUATIONAL

LEADERSHIP
THEORIES
PRESENTED BY : New Delhi Institute Of Management
Many psychologists
have attempted to
define leadership.
Trait theorists say
successful leaders possess
similar and unchanging
personality traits. Leaders are
born, not made.

Behavioral theorists say

anyone can develop behavioral
patterns identified as ideal
leadership traits. Leadership can
be learned.
 Another group believes leaders have to
adjust their style according to the circumstance.
They call this situational leadership.

Let’s take a look at this theory’s different models.

 Lewin’s 3 Styles
#1 Leadership Model

A leader can be…

Authoritarian Participative Delegative

Creates goals, makes Expresses goal, Lets the group set

decisions for the consults the group, goals, methods and
group asks suggestions work pace
Leadership
When to use Specific Example
Style

During emergency
Authoritarian situations
Surgery

Competitive, creative Brainstorming for

Participative situations design

When the leader Leader outsources

Delegative trusts the group well an expert
 Tannenbaum-Schmidt
#2 Continuum of Leadership
Behavior

Manager-oriented Team-oriented
Leadership Leadership
(High use of authority (High freedom for
by manager) team)

Tells Sells Suggests Joins Delegates Abdicates

Leadership Style

Leader chooses a style in the continuum,

depending on the circumstance.
Leadership
What the Leader Does
Style

Tells Decides for the team

Sells Decides, provides rationale

Suggests Decides, provides rationale, asks questions

Consults Proposes decision, asks for ideas

Joins Presents problem, asks for options

Delegates Provides problem, lets members resolve it

Abdicates Asks team to define and resolve problem

#3 Fiedler's Contingency Model

Leadership What the

style leader does

Concentrates on
Task-oriented
getting the job done

Relationship- Focuses on relationship

oriented with the team
Leader choose a style depending on the
favorableness of a situation.
A situation is favorable if:

Trust exists between the

leader and the team

Task is clear

The team recognizes

the leader’s authority
Situation Ideal leadership
favorableness style

High Task-oriented

Intermediate Relationship-oriented

Low Task-oriented
 Hersey and Blanchard's
#4 Situational Leadership Model

Leader changes style according to

his or her followers’ ability and willingness.
Members may be:

1 2 3 4

Unable and Unable but Able but Able and

Unwilling Willing Unwilling Willing
If follower is Leadership style is Leader emphasizes*

Unable and Telling (Leader High task

unwilling directs team) Low relationship

Unable but Selling (Leader High task

willing encourages team) High relationship

Able but Participating (Leader Low task

unwilling consults team) High relationship

Able and Delegating (Leader Low task

willing empowers team) Low relationship

* Task refers to directive behavior.

Relationship refers to supportive behavior.
 high LEADER BEHAVIOR

RELATIONSHIP BEHAVIOR
High task

(Supportive Behavior)
PARTICIPATING SELLING Low relationship
High task
High relationship
Low task
High relationship
DELEGATING TELLING
Low task
Low relationship

low TASK BEHAVIOR high

(Directive behavior)

Able & Able but Unable but Unable &

FOLLOWER READINESS
willing unwilling willing unwilling
“Who can be a situational leader? A
sales manager, a night shift supervisor,
an MBA, an elementary school teacher,
a plant manager, the parent who has
three kids. A situational leader is
anybody who recognizes that
influencing behavior is not an event
but a process.”
Dr Paul Hersey
THANK YOU