1. Situational Approach
Chapter 5

2. Overview Situational Approach Perspective Leadership Styles
Developmental Levels
How Does the Situational Approach Work?
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

3. 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
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

4. 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
Leaders evaluate employees to assess their competence and commitment to perform a given task
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

5. 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
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

6. 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
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

7. 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
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

8. Directing High Directive Low Supportive
S1 - Directing Style
S 1
Directing
High Directive
Low Supportive
Leader focuses communication on goal achievement
Spends LESS time using supportive behaviors
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

9. Coaching High Directive
S2 - Coaching Style
Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs
Requires leader involvement through encouragement and soliciting subordinate input
S 2
Coaching
High Directive
High Supportive
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

10. Supporting High Supportive Low Directive
S3 - Supporting Style
Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing the task
Leader delegates day-to- day decision-making control, but is available to facilitate problem solving
S 3
Supporting
High Supportive
Low Directive
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

11. Delegating Low Supportive Low Directive
S4 - Delegating Style
Leader offers LESS task input and social support; facilitates subordinates’ confidence and motivation in relation to the task
Leader lessens involvement in planning, control of details, and goal clarification
Gives subordinates control and refrains from intervention and unneeded social support
S 4
Delegating
Low Supportive
Low Directive
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

12. Dimension Definitions
Development Levels
Definition
Dimension Definitions
Low Competence
High Commitment
The degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity D1
Some Competence
Low Commitment D2
Mod-High Competence
Low Commitment D3
High Competence
High Commitment D4
High
Moderate
Low D4 D3 D2 D1
Developed
Developing
Developmental Level of Followers
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

13. Focus of Situational Approach Strengths Criticisms Application
How Does the Situational Approach Work?
Focus of Situational Approach
Strengths
Criticisms
Application

14. Situational Approach Focus
Assumes that subordinates vacillate along the developmental continuum of competence and commitment
Leader effectiveness depends on -
assessing subordinate’s developmental position, and
adapting his/her leadership style to match subordinate developmental level
“The Situational approach requires leaders to demonstrate a strong degree of flexibility.”
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

15. How Does The Situational Approach Work?
Using SLII model – In any given situation the Leader has 2 tasks:
1st Task
2nd Task
Diagnose the Situation
Identify the developmental level of employee
Ask questions like:
What is the task subordinates are being asked to perform?
How complicated is it?
What is their skill set?
Do they have the desire to complete the job?
Adapt their Style
To prescribed Leadership style in the SLII model
Leadership style must correspond to the employee’s development level
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

16. How Does The Situational Approach Work?
Employee’s
Developmental level
Leader’s
Leadership style D1
Low Competence
High Commitment
S1 – Directing
High Directive-Low Supportive D2
Some Competence
Low Commitment
S2 – Coaching
High Directive-High Supportive D3
Mod-High Competence
Low Commitment
S3 – Supporting
High Supportive-Low Directive D4
High Competence
High Commitment
S4 – Delegating
Low Supportive-Low Directive
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

17. Strengths
Marketplace approval. Situational leadership is perceived as providing a credible model for training employees to become effective leaders.
Practicality. Situational leadership is a straightforward approach that is easily understood and applied in a variety of settings.
Prescriptive value. Situational leadership clearly outlines what you should and should not do in various settings.
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

18. Strengths, cont’d.
Leader flexibility. Situational leadership stresses that effective leaders are those who can change their style based on task requirements and subordinate needs.
Differential treatment. Situational leadership is based on the premise that leaders need to treat each subordinate according to his/her unique needs.
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

19. Criticisms
Lack of an empirical foundation raises theoretical considerations regarding the validity of the approach.
Further research is required to determine how commitment and competence are conceptualized for each developmental level.
Conceptualization of commitment itself and why it varies is very unclear.
Replication studies fail to support basic prescriptions of situational leadership model.
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

20. Questionnaires are biased in favor of situational leadership
Criticisms, cont’d.
Does not account for how particular demographics influence the leader- subordinate prescriptions of the model
Fails to adequately address the issue of one- to-one versus group leadership in an organizational setting
Questionnaires are biased in favor of situational leadership
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

21. Often used in consulting because it’s easy to conceptualize and apply
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
Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.