Hersey-Blanchard Situational Leadership Model Slide 1 of 2

1. Hersey-Blanchard Situational Leadership ModelSlide 1 of 2 • A situational leadership theory that emphasizes followers and their level of maturity. The leader must properly judge or intuitively know followers’ maturity level and then use a leadership style that fits the level.

2. Situational Leadership Hersey-Blanchard High Development level of followers Supporting S3 Share Ideas Facilitated Decision Making RELATIONSHIP BEHAVIOR Coaching S2 Explain Decision Clarification Opportunity R3 R2 • R1 Not competent • Not committed • R2 Not competent • Committed • R3 Competent • Not committed • R4 Competent • Committed Delegating S4 Get Out of The Way Telling S1 Specific Instructions Closely Supervise R4 R1 Low High TASK BEHAVIOR

3. People With High Task Maturity Tend to Have-- • Ability • Skills • Confidence • Willingness to work.

4. The Contingency Leadership Model • Description of the Model • The contingency model of leadership effectiveness was developed by Fiedler and postulates that the performance of groups is dependent on the interaction between leadership style and situational favorableness. • Leadership style is measured by the Least-Preferred Coworker Scale (LPC).

5. Fiedler’s Situational Variables and Their Preferred Leadership Styles Situation Situational Characteristics I II III IV V VI VII VIII Leader-member relations Good Good Good Good Poor Poor Poor Poor Task structure High High Low Low High High Low Low Position power Strong Weak Strong Weak Strong Weak Strong Weak Task-Oriented Task-Oriented Relationship-Oriented Preferred leadership style Very Favorable Very Unfavorable

6. Fiedler’s ContingencyTheory • Leader-member relations:refers to group atmosphere and members’ attitude toward and acceptance of the leader. • Task structure:refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals. • Position power:is the extent to which the leader has formal authority over subordinates.

7. Leadership Continuum

8. Path-Goal Leadership Model • Description of the Model • A theory that suggests it is necessary for a leader to influence the followers’ perception of work goals, self-development goals, and paths to goal attainment. The foundation for the model is the expectancy motivation theory

9. Path-Goal Theory • Increase subordinates' motivation to attain personal and organizational goals by-- 1. Clarifying the subordinates' path to the available rewards 2. Increasing the rewards that they value • Path clarification means the leader helps subordinates learn the behaviors that lead to task accomplishment and rewards.

10. Three Contingencies of Path-Goal • Leader behavior and style • Situational contingencies • Use of rewards to meet subordinate needs.

11. Leader Behavior • Supportive leadership • Directive leadership • Participative leadership • Achievement-oriented leadership.

12. Vroom-Jago Leadership Model A leadership model that specifies which leadership decision-making procedures will be most effective in each of several different situations. Refer to p.443

13. Vroom-Jago Leadership Model • Features of the Model • Five Different Decision Styles • Autocratic (A) - the leader makes the decision without input from subordinates. • Consultative (C) - subordinates have some input, but you make the decision. • Group (G) - The group makes the decision; you (as leader) are just another group member. • Delegated (D) - You give exclusive responsibility to subordinates.

14. Charismatic Leadership • Defining Charismatic Leadership • Charismatic leaders have a combination of charm and personal magnetism that contribute to a remarkable ability to get other people to endorse their vision and promote it passionately. A leader who has the ability to motivate subordinates to transcend their expected performance.

15. Charismatic Leadership • Two Types of Charismatic Leaders • Visionary Charismatic Leaders • Through communication ability, the visionary charismatic leader links followers’ needs and goals to job or organizational goals. • Crisis-Based Charismatic Leaders • The crisis-produced charismatic leader communicates clearly what actions need to be taken and what their consequences will be.

16. Transactional Leadership The leader helps the follower identify what must be done to accomplish the desired results: better quality output, more sales or services, reduced cost of production Similar to Path Goal

17. Transformational Leadership By expressing a vision, the transformational leader persuades followers to work hard to achieve the goals envisioned. The leader’s vision provides the follower with motivation for hard work that is self-rewarding (internal) A leader distinguished by a special ability to bring about innovation and change.

18. Substitutes for Leadership • Organizational Variables • Group cohesiveness • Formalization • Inflexibility • Low position power • Physical separation • Task characteristics • Highly structured task • Automatic feedback • Intrinsic satisfaction

19. Servant Leader A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission.

20. Factors that Describe Transformational Leaders Intellectual Stimulation Management by Exception Individual Attention Contingent Reward Charisma

21. What a Difference a Century Can MakeContrasting views of the corporation: CHARACTERISTIC 20TH CENTURY 21ST CENTURY ORGANIZATION The Pyramid The Web or Network FOCUS Internal External STYLE Structured Flexible SOURCE OF STRENGHT Stability Change STRUCTURE Self-sufficiency Interdependencies RESOUCES Atoms-physical assets Bits-information OPERATIONS Vertical integration Virtual integration PRODUCTS Mass production Mass customization REACH Domestic Global DATA: BUSINESS WEEK 2000

22. What a Difference a Century Can MakeContrasting views of the corporation: CHARACTERISTIC 20TH CENTURY 21ST CENTURY FININCIALS Quarterly Real time INVENTORIES Months Hours STRATEGY Top-down Bottom-up LEADERSHIP Dogmatic Inspirational WORKERS Employees Employees/free agents JOB EXPECTIONS Security Personal growth MOTIVATION To compete To build IMPROVEMENTS Incremental Revolutionary QYALITY Affordable best No compromise DATA: BUSINESS WEEK 2000

23. GIVE THEM SOMETHING USEFUL TO DO VALUE THEM GIVE THEM A SCORECARD AND A SAY REWARD CONTRIBUTION