Leadership Final Review Chapter 5

Front 1

situational approach description

Back 1

-focus on leadership in situations
-emphasizes adapting style according to situation
-used extensively in org. training and development

Front 2

situational approach definition

Back 2

-comprised of a directive dimension and 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

Front 3

leadership style

Back 3

-the behavior pattern of an individual who attempts to influence others
-includes :
a. directive (task) behaviors
b. supportive (relationship) behaviors

Front 4

directive behaviors

Back 4

-help group members in goal achievement via one way communication through
a. giving directions
b. est. goals and how to achieve them
c. methods of evaluation and time lines
d. defining roles

Front 5

supportive behaviors

Back 5

-assist group members via two way communication in feeling comfortable with themselves, co-workers, and situations
a. asking for input
b. problem solving
c. praising; listening

Front 6

S1- directing style
high directive
low supportive

Back 6

-leader focuses communication on goal achievement
-spends LESS time using supportive behaviors

Front 7

S2-coaching style
high directive
high supportive

Back 7

-leader focuses communication on BOTH goal achievement and supporting subordinate's socioemotional needs
-requires leader involvement through encouragement and soliciting subordinate input

Front 8

S3-supporting style
high supportive
low directive

Back 8

-leader does NOT focus solely on goals; rather the leader 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

Front 9

S4-delegating style
low supportive
low directive

Back 9

-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

Front 10

development levels

Back 10

-the degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity

Front 11

how situational approach works

Back 11

-centered on the idea subordinates vacillate along the developmental continuum of competence and commitment
-leaders effectiveness depends on assessing subordinate's developmental position and adapting his/her leadership style to match

Front 12

how situational approach works

Back 12

1. diagnose situation
2. adapt their style

Front 13

strengths

Back 13

-marketplace approval: perceived as providing credible model for training employees to become leaders
-practicality
-prescriptive value
-leader flexibility
-differential treatment

Front 14

criticisms

Back 14

-lack of empirical foundation raises questions about validity
-more research needed to determine commitment and competence
-conceptualization of commitment is unclear
-replication studies fail to support prescriptions of situational leadership model
-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 v. group leadership
-questionnaires are biased

Front 15

application

Back 15

-used in consulting
-straightforward nature makes it easy for managers to apply
-virtually all types of organizations and levels of management in organizations