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1 Leadership Styles. 2 The Apprentice  Lessons Learned.

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Presentation on theme: "1 Leadership Styles. 2 The Apprentice  Lessons Learned."— Presentation transcript:

1 1 Leadership Styles

2 2 The Apprentice  Lessons Learned

3 3 Leadership Styles  Boss centered leadership  Subordinate centered leadership

4 4 Leadership Styles  Autocratic  Retains authority for themselves  Assumes people will automatically comply  Not concerned with what others think

5 5 Leadership Styles  Participative leaders - share decision making with the group  Consultative  Consensus  Democratic

6 6 Leadership Styles  Free-rein  Turn over all authority to the group  Leadership is provided indirectly  Works with highly motivated people

7 7 The Hersey-Blanchard Situational Leadership Ⓡ Model  Places its primary emphasis on the characteristics of group members.  The situational leadership model of Paul Hersey and Kenneth H. Blanchard explains how to match the leadership style to the readiness of the group members.

8 8 Components of the Model  Relationship Behavior  Task Behavior  Follower Readiness

9 9 Basics of the Model  Task behavior is the extent to which the leader spells out the duties and responsibilities of an individual or group.

10 10 Basics of the Model  Relationship behavior is the extent to which the leader engages in two-way communication.

11 11 Basics of the Model  Readiness in situational leadership is defined as the extent to which a group member has the ability and willingness or confidence to accomplish a specific task.

12 12 Basics of the Model  Ability is the knowledge, experience, and skill an individual or group brings to a particular task or activity.  Willingness is the extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task.

13 13 Readiness Levels  R1- unable to do the task, lacks commitment, confidence, and willingness  R2 - motivated to try if the leader provides guidance, lacks the ability to perform well

14 14 Readiness Level contd.  R3 - has the capacity to perform but is insecure, apprehensive or unwilling to use that ability  R4- can do the job, wants to do the job, is committed to the job

15 15 Ex. 3.4 Hershey and Blanchard’s Situational Theory of Leadership Follower CharacteristicsAppropriate Leader Style Low readiness level Moderate readiness level High readiness level Very high readiness level Telling ) Selling ) Participating Delegating )

16 16 Telling  The "telling" style is very directive because the leader produces a lot of input but a minimum amount of relationship behavior.  An autocratic leader would fit here.

17 17 Selling  The "selling" style is also very directive, but in a more persuasive, guiding manner.  The leader provides considerable input about task accomplishment but also emphasizes human relations.

18 18 Participating  In the "participating" leadership style, there is less direction and more collaboration between leader and group members.

19 19 Delegating  In the "delegating" leadership style, the leader delegates responsibility for a task to a group member and is simply kept informed of progress.

20 20 Basics of the Model  The situational leadership model states that there is no one best way to influence group members.

21 21 Applying the Model  Define the task - what you want them to do.  Assess the person’s ability  Assess their motivation and willingness  Apply the appropriate leadership style

22 22 Evaluation of the Situational Model  Easy to understand  Easy to use  Not always as clear cut as you would like it to be

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