Situational Leadership Analysis

Situational Leadership The first theory we will look into is the situational approach, which was developed by Hersey and Blanchard in 1969. The basis of this theory is that different situations require different leadership styles. Northouse (2013) notes that “situational leadership stresses that leadership is composed of both a directive and a supportive dimension, and that each has to be applied appropriately in a given situation.” This is done by the leader assessing the development, competence, and commitment of his subordinates. Based on the outcome from the assessment, the leader decides which style of leadership he must use. The styles will be discussed in further detail below. S1 (Directing). This style focuses on goal accomplishment …show more content…
The coaching style is equally focused on goal accomplishment and meeting the subordinate’s needs. This style involves the leader receiving input from the subordinates and inspiring them. The D2 subordinate is more experienced and committed, but still needs oversight and supportive actions. The coaching style takes the directing style and adds some supportive behavior to embolden subordinates. S3 (Supporting). The supporting style shifts from high directive to low directive, but maintains the high supportive behavior. The necessary actions in this style are listening to subordinates, praising them, receiving input, and giving feedback. This style relegates much of the responsibility to the subordinate, yet keeps the leader ultimately in control. An S3 leader is happy to support his subordinates and share credit for their accomplishments. S4 (Delegating). The delegating style is the final style, which lowers the supportive behavior from S3, but maintains the low directive behavior. This style makes the leader give less input and support, but enables subordinates through confidence and motivation. The leader will have less to do with planning and controlling details, letting the subordinates accomplishing the goal the way they see fit. This style is for a subordinate that is completely competent and committed to the …show more content…
Leader-member relations is based on the atmosphere of the organization, which stems from confidence in the leader, loyalty to him, and attraction to him. The task structure is high structure if it is clearly defined, is clearly demonstrated, and has minimal alternative solutions; it can also be low structure, which is unclear, with many ways to accomplish the desired endstate. Position power is the authority to punish or reward subordinates. It is strong if you can hire and fire people or take away pay; it is weak if you do not have the authority to affect your subordinates in these