Analysis And Application Of Hersey-Blanchard Situational Leadership Theory

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Analysis and Application of Hersey-Blanchard Situational Leadership Theory
Introduction
Leadership can be defined as a process of interaction between leaders and the staff members. A leadership which is effective is based on some variables which include communication, leadership choices and styles, resolution of conflict and possessing the ability to motivate the staff members. For this essay, I have chosen situational leadership theory first published by Ken Blanchard and Paul Heresy in 1972. They suggest that leaders are supposed to match what leadership style they possess towards the development of a person or the staff being led. As the name of the theory suggests, leadership is depended on each particular situation and no any leadership
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They have further identified four developmental levels, D1-D4, and these should be matched with their corresponding styles, S1-S4 (1985)
The first concept is the D1 level which is low competence with high commitment and matches with directing leadership style. This is where the staff members have no competence hence need to be given direction on the way to do something but are very committed and enthusiastic and ready to accept the guidelines (Hersey, Blanchard and Dewey p123). A good leader responds by giving instructions which are specific, making the decision and solving
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This is where the staff members have very little competence, and they require some instruction and supervision as they are not fully experienced. Good leaders give them support and encouragement to their followers by giving explaining the decisions.
The third concept is the D3 level which is high competence with variable commitment, and it matches with supporting style. This is where the workers have the high degree of competence but do not have motivation or confidence. An effective leader, in this case, solves this problem by involving them while making some of the decisions and appreciating them when they do something right.
The fourth principle is D4 level which is high competence with high commitment, and it matches with delegating style. This is style where the workers have high levels of commitment and expertise. A perfect leader should leave them to do their work and just give them clear goals and give little limits (Hersey and Blanchard, p188).
There are various advantages that the theory has like it is straightforward and hence simple to integrate. Secondly, the worker's competence and maturity are overlooked most of the time in the great leadership. Finally, it has very easy scales which the leader can use in assessing the style of leadership to

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