Hersey and Blanchard student q4
Hersey and Blanchard 's Situational Leadership
Q4
Hersey and Blanchard believe a manager may effectively use any of four styles depending on the “readiness level” or “maturity” of the subordinates (Hersey,1984).
Maturity: assessed in relation to a specific task and has 2 parts;
Psychological maturity – Their self-confidence, ability and readiness to accept responsibility
Job maturity – Their relevant skills and technical knowledge
Readiness Level: based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation).
Paul Hersey created a chart that reveals four leadership styles:
1. directing (telling)
2. coaching (selling)
3. supporting (participating)
4. delegating
The four styles suggest that leaders should put greater or less focus on the task in question and/or the relationship between the leader and the follower.
Source: http://www.peak.ca/articles/situational.html
Chart
Styles
S1: Directing (Telling)
Follower: When the follower cannot do the job and is not motivated
Leader: High task focus, low relationship focus
In this style of leadership, the leader is focused more on the job and less on the group. The leader typically states the problem and takes charge of the job, telling other members what to do by using their legitimate coercive power. The leader considers alternatives, chooses one, and tells the team members what to do i.e. there is one-way communication.
The relationship is less important here, first because the person may be replaced if they do not perform as required. The lower maturity of the person also is assumed to lead to an attitude that does not respond well to a relationship-based approach.
S2: Coaching (Selling)
Follower: When the follower wants to do the job but lacks the skills or knowledge
Leader: High task focus, high relationship focus
The leader usually states the problem and decides what to do, selling others on his idea to gain majority support. He
Q4
Hersey and Blanchard believe a manager may effectively use any of four styles depending on the “readiness level” or “maturity” of the subordinates (Hersey,1984).
Maturity: assessed in relation to a specific task and has 2 parts;
Psychological maturity – Their self-confidence, ability and readiness to accept responsibility
Job maturity – Their relevant skills and technical knowledge
Readiness Level: based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation).
Paul Hersey created a chart that reveals four leadership styles:
1. directing (telling)
2. coaching (selling)
3. supporting (participating)
4. delegating
The four styles suggest that leaders should put greater or less focus on the task in question and/or the relationship between the leader and the follower.
Source: http://www.peak.ca/articles/situational.html
Chart
Styles
S1: Directing (Telling)
Follower: When the follower cannot do the job and is not motivated
Leader: High task focus, low relationship focus
In this style of leadership, the leader is focused more on the job and less on the group. The leader typically states the problem and takes charge of the job, telling other members what to do by using their legitimate coercive power. The leader considers alternatives, chooses one, and tells the team members what to do i.e. there is one-way communication.
The relationship is less important here, first because the person may be replaced if they do not perform as required. The lower maturity of the person also is assumed to lead to an attitude that does not respond well to a relationship-based approach.
S2: Coaching (Selling)
Follower: When the follower wants to do the job but lacks the skills or knowledge
Leader: High task focus, high relationship focus
The leader usually states the problem and decides what to do, selling others on his idea to gain majority support. He
References: Useful Web Links: 1. http://changingminds.org/disciplines/leadership/styles/situational_leadership_hersey_blanchard.htm 2. http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm 3. http://www.swlearning.com/management/leonard/leonard_9e/Text_14-1.pdf 4. http://www.chimaeraconsulting.com/sitleader.htm