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THE

SITUATIONAL
LEADERSHIP
THEORY
GROUP 5

Andy Revianto

Shely Meifuzi

Wisnu Dasuki

Jahja

Edi Suryanto

Sammy

BRIEF HISTORY
People differ not only in their ability
to do, but also in their will to do.
- Paul Hersey -

It is all
began
in the

1970s

The key to successful leadership


today is INFLUENCE, not AUTHORITY.
- Kenneth Blanchard -

BRIEF HISTORY (contd)


THE INITIAL PHASE
Maturity The ability and
willingness of people to
take responsibility for
directing their own
behavior.

Blanchard forms
separate company
called Blanchard Training
and Development Inc.
(1979)

Readiness How ready a person


or group is to perform a particular
task; Ability Knowledge,
experience, and skill and
Willingness confidence,
commitment and motivation
Development Stages Based on
Productivity and Morale.
Productivity is the amount and
quality of work accomplished.
Morale is confidence, motivation,
and unity in achieving the purpose
Situational Leadership
Theory goes in two
directions:
1. Herseys Model
2. Blanchards Model

Power is integrated into


Situational Leadership

BRIEF HISTORY (contd)

The Situational
Leader Introduced
in 1984

Situational
Leadership
Trademark
Registered in 1985

Situational Selling
Published in 1985

THE FOUNDATION
(1980s)

Situational Leadership
Licensed to
Blanchard Training &
Development in 1987

MAIN IDEA & COMPONENTS


As of the leadership journal (2009) the theory of situational
leadership asserts that noone style of leadership pertains to
all given workplace situations. This means that, the
leadership style changes according to the followers
knowledge and skills in a giventask. Using a situational
leadership model, a leader should be able to place less
ormore emphasis on the task, and more or less emphasis
on the relationship with the people he is leading,
depending on what is needed to get the job done
successfully.
Dr. Herseys original Situational Leadership Model is based
on the relationship between leaders and followers and
serves as a framework to analyze each situation based on:

The amount of guidance and direction (task behavior) a


leader gives

The amount of socioemotional support (relationship


behavior) a leader provides

The readiness level that followers exhibit in performing a


specific task, function, or objective

The Hersey-Blanchard
Situational Leadership
Model rests on two
fundamental concepts :
Development Level (of
the followers)
Leadership Styles (of the
leader)

DEVELOPMENT LEVEL

There are 2 aspects of


development level :

Competence : the knowledge


and skills a follower brings to a
specific goal or task
Commitment : the followers
motivation and confidence on
that goal or task

4 Development Levels Of The Followers:

Low competence/high commitment:


The follower lack ability but is motivated.

Some competence/low commitment:


The follower has some ability but is not motivated.

Moderate competence/variable commitment:


Follower has ability but is not confident to utilize it.

High competence/high commitment:


Follower has competence
confident.

to perform

and is

LEADERSHIP STYLE
The situational leadership styles
are divided into 4 categories :

directing

(the leader provides specific directions


about roles and goals and closely tracks
the followers performance in order to
provide frequent feedback on results)

coaching

(the leader explains


why, solicits
suggestions, praises behaviors that are
approximately right and continues to direct
task accomplishment)

supporting
(the leader and follower make decisions
together. The role of the leader is to facilitate,
listen, encourage and support the follower)

delegating

(the leader empowers the employee to act


independently with the appropriate resources
to get the job done).

LEADERSHIP STYLE MODEL


Effective leaders are versatile in being
able to move around this model
according to the situation of the
followers so there is no one style which
is always right because a follower can
be on one development level on one
task and on a totally different level with
another task.

ADVANTAGES

Training, Situational leadership providing a good model for training employees to


become effective leaders

Flexibility, There is no such thing as a single best or fixed type of leadership. Leadership
changes according to the requirements of the organization, successful leaders are
able to be flexible and adapt their style of leadership to the level of maturity of their
group

Changes according to the situation, The leadership style that the situational leader
brings into play will be dependent on the situation at hand and the development
level of the individuals involved. If the development level is low, the situational leader
becomes more task-oriented. If the individuals are sufficiently developed, the leader
will be more supportive.

Practicality. Situational leadership is a straightforward approach that is easily


understood and applied in a variety of settings.

Differential treatment. Situational leadership is based on the premise that leaders need
to treat each subordinate according to his/her unique needs

DISADVANTAGES

Lack of an empirical foundation raises theoretical considerations regarding the validity


of the approach.

Further research is required to determine how commitment and competence are


conceptualized for each developmental level.

Conceptualization of commitment itself is still unclear and may vary between people

Does not considered for how particular demographics influence the leadersubordinate relationship of the model

Focuses on individuals when in reality sometimes a leader may need to fit the needs of
a group

REFERENCES

1.
2.
3.
4.
5.
6.

Hersey, Paul (1984 & 1997). The Situational Leader. Escondido, CA. The Center for Leadership Studies.
http://www.leadership-central.com/situational-leadership-theory.html#axzz3wZ3zVc8g
http://www.cluteinstitute.com/ojs/index.php/JDM/article/viewFile/4947/5039
https://situational.com/situational-leadership/about-situational-leadership/
Northouse P. (2007) Leadership, Theory and practice: Sage Publications
Northouse, Peter G. (2013). Leadership: Theory & Practice (6th ed.). Thousand Oak, CA: Sage
Publications
7. https://situational.com/the-cls-difference/situational-leadership-what-we-do/

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