Which category of follower is considered to be both unable and unwilling to complete a task?
Paul Hersey and Ken Blanchard first published their Situational Leadership® Model in their 1982 book, Management of Organisational Behaviour: Utilizing Human Resources . Show
The name Situational Leadership® has been extended variously by Hersey and Blanchard to related business services and products. Generally, when referring to the concept it is safer and correct to show the name as a registered protected trademark: Situational Leadership®. Features of The Situational Leadership ModelThe Situational Leadership® model is sophisticated. Its notable features are briefly that the model:
These points are explained in greater detail below. Situational Leadership® theory is commonly shown as classifying followers according to a 2x2 matrix, using the highs and lows of two criteria, thereby giving four types of follower
groups.
Accordingly, this summary refers mainly to 'follower' or 'followers', rather than a 'group', in explaining how the model is best appreciated and used. The criteria of the followers are outlined below. FollowersThe term 'follower' may be interpreted to apply to an entire group for situations in which members possess similar levels of capability and experience:
Alternatively:
Logically the four group types are:
or more simply:
Extending the logic of this, Hersey and Blanchard further described and presented these four followers 'situations' as requiring relatively high or low leadership emphasis on the Task and the Relationship.
High Task means followers have Low Ability. Low Task means followers have High Ability. High Relationship means followers are Willing. Low Relationship means followers are Unwilling.
The high/low Task/Relationship dimensions feature strongly in the diagrams and applications that Hersey and Blanchard developed around the Situational Leadership® theory. The logic can be represented helpfully as a simple practical concise 'leadership styles guide', as below, including the continuum, by which the leader changes styles in response to the growing/different maturity of followers. Interpretation of Hersey and Blanchard Basic Structure
Given the name of the Situational Leadership® theory, it's useful to note that Hersey and Blanchard used the word 'situational' chiefly to suggest adaptability, more than the situation in which people operate.
Hersey and Blanchard used the word 'maturity' in referring to the continuum of follower development, requiring and enabling a leader to change leadership style through the stages outlined above.
Comparison with Other Leadership ModelsThis aspect aligns somewhat with the Tannenbaum and Schmidt Continuum model, specifically limited to where both models can apply to group maturity/capability development. That is, under certain circumstances, a leader adapts his/her behaviour progressively, in response to followers' growing maturity/capability, usually over many months, potentially from the inception or inheritance of a new team, ultimately to when the team can self-manage, perhaps even (and some would say ideally) to be led by a new leader who has emerged from the team to succeed the departing leader.
Hersey and Blanchard's 2x2 matrix, or four-square grid, has become a much-referenced tool, and proprietary training method, for teaching and applying the Situational Leadership® model, notably matching the four leadership behaviours/styles to corresponding follower situations (or to 'entire group' situations, subject to the provisions already explained, that followers must possess similar levels of ability and experience as each other). Hersey & Blanchard's Situational Leadership® Model diagram(Adapted for presentation purposes) Below is an outline of Hersey and Blanchard's matched sets of four follower types with four corresponding leadership styles, in order of the suggested continuum or progression coinciding with increasing follower maturity. Followers and Leaders
Adaptive Leadership and ImplicationsThe basic Situational Leadership® model can also be seen as a simple leadership process:
The Situational Leadership® model is widely taught and highly regarded.
Note: As indicated already, Situational Leadership® has been extended variously to related business services and products. Generally, when referring to the concept it is safer and correct to show the name as a registered protected trademark: Situational Leadership®. Use of material relating to Situational Leadership® and/or Situational Leadership II® - especially in commercial training - requires licence and agreement from the respective companies: Situational Leadership® is a trademark of the Centre for Leadership Studies, which represent the interests and products of Dr Paul Hersey. Ken Blanchard (incidentally, author of 'The One Minute Manager' ) went on to develop Situational Leadership II®, which now covers a range of products marketed by The Ken Blanchard Companies. AcknowledgementsJames Scouller BiographyWe are grateful to James Scouller for his help, patience, and expert contribution in producing this leadership guide. James Scouller is an expert coach and partner at The Scouller Partnership in the UK, which specialises in coaching leaders. He was chief executive of three international companies for eleven years before becoming a professional coach in 2004. He holds two postgraduate coaching qualifications and training in applied psychology at the Institute of Psychosynthesis in London. James Scouller's book is called "The Three Levels of Leadership: How to Develop Your Leadership Presence, Know-how and Skill" which was published in May 2011.
What are the 4 styles of situational leadership?The Situational Leadership model addresses four types of leadership styles, based on the follower:. Telling.. Selling.. Participating.. Delegating.. Which leadership style provide followers with both direction and personal support?Coaching (S2)
The S2 leadership style provides followers with both direction and personal support. In the S2 stage of development, followers are still unable to perform their tasks but are motivated to succeed.
What is participating style?The methodology behind being a participative leader is simple. Rather than employing a top-down approach to managing a team, everyone works together for the decision-making process and address company issues, sometimes employing an internal vote to address problems or challenges.
What are the four levels of follower maturity defined by the Situational Leadership Theory?Low Maturity (M1): Follower is UNABLE and UNWILLING to perform the task. Low to Moderate Maturity (M2): Follower is UNABLE but WILLING to perform the task. Moderate to High Maturity (M3): Follower is ABLE but UNWILLING to perform the task. High Maturity (M4): Follower is ABLE and WILLING to perform the task.
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