1. Leadership: Situational Approaches
Chapter 5
Leadership:
Situational Approaches

2. Situational Approaches to Leadership - Tannenbaum-Scmidt Continuum of Leader Behavior
The continuum is based on the leadership style you take and the relationship outcome. As a authoritarian, decisions are made and everyone must follow. As a democratic, the leader permits followers to function within the limits.
Which area do you fall under?
This all derives from your vision!

3. Situational Approaches to Leadership - Tannenbaum-Scmidt Continuum of Leader Behavior (Cont.)
(democratic)
(authoritarian)
Relationship Oriented
Task Oriented
Source of Authority
Area if Freedom for followers
Area of Freedom for the Leader
Leader permits followers to function within limits defined by superior
Leader presents problems, gets suggestions, and makes decisions
Leader presents ideas and invites questions
Leader makes decision and announces it!
Leader defines limits; asks group to make decision
Leader presents tentative decision subject to change
Leader “sells” decision

4. Situational Approaches to Leadership - - Fiedler’s Contingency Model
3 Major Situational Variables (old view)
Personal relations w/ members of the group
Task to perform
Power and authority
Only two real Leader Behavior Styles
Task Oriented
Relationship Oriented

5. Situational Approaches to Leadership - - - House-Mitchell Path-Goal Theory
Links how a leader influences the follower’s perceptions of goals.
The important issue in any circumstance is for the leader to diagnose the situation before attempting to making an intervention.

6. Situational Approaches to Leadership - - - House-Mitchell Path-Goal Theory (Cont.)

7. Situational Approaches to Leadership - Vroom-Yetten Contingency Model
Situational Variables: Followers, time, job demands, etc.
Personal Attributes: Experience or communication skills
Leader Behavior: Style of Leader
Organizational Effectiveness
Situational Variables 2: World economy, legislation, competitors
The contingency in this model is the organization of the situation.
Use diagnostic questions to determine outcome. (see page 115)

8. Relationship Behavior
Situational Approaches to Leadership Hersey-Blanchard Tridimensional Leader Effectiveness Model
Task Behavior
Focus of leader is on the organization of group and activity.
Relationship Behavior
Focus of leader is the personal relationships of grouping and keeping the open channel.
LOW HIGH
HIGH
LOW
High Relationship and
Low Task
High Task
and
High Relationship
Relationship Behavior
Low Task
and
Low Relationship
High Task
and
Low Relationship
Task Behavior

9. Situational Approaches to Leadership - Effectiveness Dimension
The same model as Previous Hersey-Blanchard, but adding an effectiveness Dimension.
The importance is keeping the focus on the environment in which the leader is leading
Determines between Relationship and Task if the situation will be effective of ineffective.

10. Situational Approaches to Leadership - Instrumentation
LEAD (Leader effectiveness and adaptability description)
LEAD Self – The leader examines him/herself
12 Leadership situations in which the leader reflects on alternative actions. The four choices for each situation are based on the four basic leader behavior quadrants (see slide 6).
Measures self-perception of three aspects
Style
Style Range
Style Adaptability

11. Situational Approaches to Leadership - Instrumentation (Cont.)
LEAD Other – The leader’s followers (others) examine the leader’s behaviors
The two rubrics on page required instruments to help a leader determine where he/she should intervene and what style should be determined.
FMI – see chapter 12.

12. Consistency Consistency is praise, support and punishment.
An inconsistent leader is using the same style in all situations. This leader will never have a supporting staff!
The leader must direct all of his/her followers. Even discipline them if needed. IT ALL DEPENDS ON THE SITUATION!!

13. Attitude vs. Behavior
There needs to be a concern for people (human) and production (political).
The leader must determine if situations are attitudinal or behavioral or both. This will help determine which style of leadership to use.
You can not predict all behaviors!
Finally, the best way to show care and concern is to KNOW.

14. Bibliography
Hersey, P., Blanchard, K. H., and Johnson, D. E. Management of Organizational Behavior: Leading Human Resources. Eighth Edition. Prentice-Hall Inc., NJ