"A situational leader is anybody anywhere recognizes that influencing behavior is not an event but a process... The situational leader is concerned about people... concerned about results and behaves in a manner where everybody wins"
__Dr Paul Hersey
The Hersey-Blanchard Situational Leadership® TheoryCreated by Dr Paul Hersey, a professor and author of "The Situational Leader," and Ken Blanchard, author of the best selling "One-Minute Manager," among others.
The theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. Using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships with the people they're leading, depending on what's needed to get the job done successfully.
► Leadership StylesTelling (S1) – Leaders tell their people what to do and how to do it. Selling (S2) – Leaders provide information and direction, but there's more communication with followers... Participating (S3) – Leaders focus more on the relationship and less on direction... Delegating (S4) – Leaders pass most of the responsibility onto the follower or group...
► Maturity Levels
... knowing when to use each style is largely dependent on the maturity of the person or group you're leading. Hersey and Blanchard break maturity down into four different levels:M1 – People at this level of maturity are at the bottom level of the scale... M2 – at this level, followers might be willing to work on the task, but they still don't have the skills to complete it successfully. M3 – Here, followers are ready and willing to help with the task... M4 – These followers are able to work on their own...
The Hersey-Blanchard model maps each leadership style to each maturity level, as shown below.
▲Pro'sThe simplicity of the theory makes it easy to apply.The theory has simple scales that a leader can use to give a "thumb in the wind" assessment of what leadership style to use.Maturity and competence of the group are often overlooked factors in good leadership and it helps to focus on these.
▼Con'sThe theory may not be applicable to managers as administrators or those with limited power but in structurally in a leadership position.There are situations in which the theory may be less applicable such as those involving time constraints and task complexity.Testing of the theory doesn't seem to bear out the predictions
More on the model:
Via Mhd.Shadi Khudr