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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.
#1
Lewin’s 3 Styles Leadership Model A leader can be‌
Authoritarian
Participative
Delegative
Creates goals, makes decisions for the group
Expresses goal, consults the group, asks suggestions
Lets the group set goals, methods and work pace
Leadership Style
When to use
Specific Example
Authoritarian
During emergency situations
Surgery
Participative
Competitive, creative situations
Brainstorming for design
Delegative
When the leader trusts the group well
Leader outsources an expert
#2
Tannenbaum-Schmidt Continuum of Leadership Behavior
Manager-oriented Leadership (High use of authority by manager)
Team-oriented Leadership (High freedom for team)
Tells Sells Suggests Consults Joins Delegates Abdicates Leadership Style
Leader chooses a style in the continuum, depending on the circumstance.
Leadership Style
What the Leader Does
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 style
What the leader does
Task-oriented
Concentrates on getting the job done
Relationshiporiented
Focuses on relationship 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 favorableness
High
Intermediate
Low
Ideal leadership style
Task-oriented
Relationship-oriented
Task-oriented
Hersey and Blanchard's Situational Leadership Model
#4
Leader changes style according to his or her followers’ ability and willingness. Members may be:
1
2
3
4
Unable and Unwilling
Unable but Willing
Able but Unwilling
Able and Willing
If follower is
Leadership style is
Leader emphasizes*
Unable and unwilling
Telling (Leader directs team)
High task Low relationship
Unable but willing
Selling (Leader encourages team)
High task High relationship
Able but unwilling
Participating (Leader consults team)
Low task High relationship
Able and willing
Delegating (Leader empowers team)
Low task Low relationship
* Task refers to directive behavior. Relationship refers to supportive behavior.
(Supportive Behavior) RELATIONSHIP BEHAVIOR
high
low
LEADER BEHAVIOR
PARTICIPATING
High task Low relationship
SELLING
High task High relationship
DELEGATING
TELLING
TASK BEHAVIOR (Directive behavior)
FOLLOWER READINESS
Low task High relationship
Able & willing
Low task Low relationship high
Able but unwilling
Unable but willing
Unable & 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