SITUATIONAL APPROACH

Chapter 5
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OVERVIEW
 Situational Approach Perspective

 Leadership Styles

 Developmental Levels

 How Does the Situational Approach Work?

LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

SITUATIONAL APPROACH DESCRIPTION (HERSEY & BLANCHARD, 1969)

“Leaders match their style to the competence and

commitment of subordinates”

Perspective
 Focuses on leadership in situations
 Emphasizes adapting style - different
situations demand different kinds of
leadership
 Used extensively in organizational
leadership training and development

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

SITUATIONAL APPROACH DESCRIPTION, CONT’D

(HERSEY & BLANCHARD, 1969)

Definition
 Comprised of both a directive dimension
& supportive dimension:
 Each dimension must be applied appropriately in a
given situation

 Leadersevaluate employees to assess their

competence and commitment to perform a given
task

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

LEADERSHIP STYLES

Definition
 Leadership style - the behavior
pattern of an individual who
attempts to influence others
It includes both:
Directive(task) behaviors
Supportive (relationship) behaviors

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

LEADERSHIP STYLES – CON’T

Dimension Definition
 Directive behaviors - Help group
members in goal achievement via one-
way communication through:
Giving directions
Establishing goals & how to achieve them
Methods of evaluation & time lines
Defining roles

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

S1 - DIRECTING STYLE

S1
Directing
 Leader focuses
communication on goal
achievement
High Directive  Spends LESS time using
Low Supportive supportive behaviors

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

LEADERSHIP STYLES, CONT’D.

Dimension Definitions
 Supportive behaviors - Assist group
members via two-way communication in
feeling comfortable with themselves, co-
workers, and situation
Asking for input
Problem solving
Praising, listening

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

S3 - SUPPORTING STYLE
 Leader does NOT focus solely on
goals; uses supportive behaviors to
bring out employee skills in
S3
accomplishing the task
Supporting  Leader delegates day-to-day
decision-making control, but is
High Supportive available to facilitate problem
solving
Low Directive

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

S2 - COACHING STYLE
 Leader focuses communication on
S2 BOTH goal achievement and
supporting subordinates’
socioemotional needs
Coaching
 Requires leader involvement
through encouragement and
High Directive soliciting subordinate input
High Supportive

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

S4 - DELEGATING STYLE
 Leader offers LESS task input
and social support;
facilitates subordinates’
S4 confidence and motivation in
Delegating relation to the task
 Leader lessens involvement
Low Supportive in planning, control of
details, and goal
Low Directive clarification
 Gives subordinates control
and refrains from
intervention and unneeded
social support 11
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

DEVELOPMENT LEVELS
Definition Dimension Definitions
Low Competence
The degree to which D1 High Commitment
subordinates have the Some Competence
competence and D2 Low Commitment
commitment necessary Mod-High Competence
to accomplish a given D3 Low Commitment
task or activity High Competence
D4 High Commitment

High Moderate Low

D4 D3 D2 D1
Developed Developing
Developmental Level of Followers
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How Does the Situational Approach Work?
 Focus of Situational Approach

 Strengths

 Criticisms

 Application
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
HOW DOES THE SITUATIONAL APPROACH WORK?

Employee’s Leader’s
Developmental level Leadership style
Low Competence S1 – Directing
D1 High Directive-Low Supportive
High Commitment

Some Competence S2 – Coaching

D2 High Directive-High Supportive
Low Commitment

Mod-High Competence S3 – Supporting

D3 High Supportive-Low Directive
Low Commitment

High Competence S4 – Delegating

D4 Low Supportive-Low Directive
High Commitment

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

APPLICATION
 Often used in consulting because it’s easy
to conceptualize and apply
 Straightforward nature makes it practical
for managers to apply
 Breadth of situational approach facilitates
its applicability in virtually all types of
organizations and levels of management in
organizations

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