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Download Free PDF Download Free PDF 2008 Scott Saccomano This Paper A short summary of this paper 1 Full PDF related to this paper Download PDF Pack RELATED TOPICSLeadership StyleConfidence Level Related topics Related topicsLeadership StyleConfidence Level Leadership® is an adaptive leadership style. This strategy encourages leaders to take stock of their team members, weigh the many variables in their workplace and choose the leadership style that best fits their goals and circumstances. In the words of leadership theorist Ken Blanchard, “In the past a leader was a boss. Today’s leaders can no longer lead solely based on positional power.”Situational Leadership® is the model of choice for organizations around the world that want to do the following:
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Situational Leadership® DefinedSituational Leadership® is flexible. It adapts to the existing work environment and the needs of the organization. Situational Leadership® is not based on a specific skill of the leader; instead, he or she modifies the style of management to suit the requirements of the organization. One of the keys to Situational Leadership® is adaptability. Leaders must be able to move from one leadership style to another to meet the changing needs of an organization and its employees. These leaders must have the insight to understand when to change their management style and what leadership strategy fits each new paradigm. There are two mainstream models of Situational Leadership®, one described by Daniel Goleman and another by Ken Blanchard and Paul Hershey. The Goleman Theory of Situational Leadership®Daniel Goleman, the author of Emotional Intelligence, defines six styles within Situational Leadership®.
Situational Leadership® According to Blanchard and HerseyThe second model is based on the work done by Blanchard and Hersey. Their theory is based on two concepts: leadership itself, and the developmental level of the follower. Blanchard and Hersey developed a matrix consisting of four styles:
Stages of employee development in Situational Leadership®Along with leadership qualities, Blanchard and Hersey defined four types of development for followers or employees:
Blanchard and Hersey also suggest that each of the four approaches should be paired with different “readiness levels” among team members. For example, the lowest readiness level (R1) should work best with the “telling” style (S1), while the highest readiness level (R4) should be most responsive to the “delegating” approach (S4). Differences between Situational Leadership® and other leadership stylesThe difference between Situational Leadership® and other leadership styles is that Situational Leadership® incorporates many different techniques. The style of choice depends upon the organization’s environment and the competence and commitment of its followers. History of Situational Leadership®In 1969, Blanchard and Hersey developed Situational Leadership® Theory in their classic book Management of Organizational Behavior. This theory was first called the “Life Cycle Theory of Leadership.” During the mid-1970s, it was renamed the Situational Leadership® Theory. In the late 1970s and early 1980s, the two developed their own styles. Blanchard’s first book, The One-Minute Manager, came out in 1982. Hersey further developed the Situational Leadership® Model in his 1985 book, The Situational Leader. Both men have continued to refine and update their Situational Leadership® theories. Blanchard said situational leaders tend to choose between “directive behavior” (what and how) and “supportive behavior” (developing commitment, initiative, and positive attitudes). The readiness level concept for Situational Leadership® II was revised to incorporate individual development levels. Examples of Situational Leadership®Blanchard and his Situational Leadership® collaborators have provided detailed case studies involving companies and public institutions. Prominent examples include Adobe, WD-40, Anthem Blue Cross Blue Shield, British Telecom, the city of Battle Creek, Michigan, Genentech, the San Diego Padres, and the Royal New Zealand Navy. Any team environment that has frequent turnover provides an opportunity to apply Situational Leadership® principles. Sports teams, for instance, represent clear examples of Situational Leadership® because team rosters are constantly changing. One president and two of the most successful coaches in college basketball history have attributed much of their success to how they adapted to changing players and circumstances. Dwight EisenhowerDwight D. Eisenhower was the president of the United States after World War II. He was also the Allied Commander during the war. He was known for his diplomacy and his ability to get the allied leaders to work together to defeat the Nazi war machine. His background in the military taught him how to order and direct military exercises, and he needed to be a statesman not only to manage the strong personalities of the allied leaders, but to run for president and then win two terms of office. Pat SummittPatricia Sue Summitt was the head coach of the Tennessee Lady Volunteers for over 38 years. Every few years, she was faced with building a whole new basketball team. Despite that, she ended her career with a 1,098-208 overall record as a basketball coach. She was named head coach for the U.S. women’s basketball team in the 1984 Olympics, where the team won a gold medal. John WoodenJohn Wooden was named the head coach of UCLA’s men’s basketball team. In his first eight years, he won three Pacific Coast championships. During that time he had team members graduate and new members start on the team. Beginning with the 1963-64 season, the team won seven straight championships. UCLA’s record 88-game winning streak and string of championships ended in 1974. One of his quotes reflects his adaptive and Situational Leadership® philosophy: “When you’re through learning, you’re through.” Situational Leadership® QuotationsHow do professionals become better situational leaders? It might be helpful to consider these quotes from experienced leaders and apply them to your circumstances:
Situational Leadership® Style RequirementsHere are some of the characteristics of the Situational Leadership® style:
Advantages and Disadvantages of Situational Leadership®Situational Leadership® does not work well in all circumstances. Let’s look at the advantages and disadvantages of the leadership style: Situational Leadership® pros:
Situational Leadership® cons:
Benefits of Situational Leadership®“What is the best leadership style?” Hersey and Blanchard found it fruitless to provide one answer to this question. Everything depends on the specific situation, which is why they collaborated to develop the Situational Leadership® Model. Situational Leadership® means “choosing the right leadership style for the right people,” according to Blanchard and Hersey. It also depends on the competence and maturity of the followers. This is a time in history when leaders look less like bosses and more like partners. Education Leadership Programs
Sources: Rhea Blanken, 8 Common Leadership Styles, The Center for Association Leadership Ken Blanchard, Situational Leadership® II: Prepare to Lead Differently, The Ken Blanchard Companies Which behavior of the delegator would be characterized as selling according to the Hersey's model when assigning tasks to a delegatee?According to Hersey's Situational Leadership Model, if the relationship between a delegator and a delegatee with limited knowledge is new and is not going to be ongoing, the delegator's behavior is characterized as "telling." Delegator's behavior is characterized as "selling" if the delegatee and delegator have an ...
Which behavior of the delegator with respect to the work delegated to a delegatee is characterized as selling according to the Hershey's model?Which behavior of the delegator with respect to the work delegated to a delegatee is characterized as "selling" according to the Hershey's Model? The delegator's behavior when explaining or persuading the delegatee is characterized as " selling" according to Hershey's Model.
What is delegation in nursing leadership?Delegatee: One who is delegated a nursing responsibility by either an APRN, RN or LPN/VN (where states NPA allows), is competent to perform it and verbally accepts the responsibility. A delegatee may be an RN, LPN/VN or AP. Delegator: One who delegates a nursing responsibility.
What are the 4 steps of delegation in nursing?4 Steps to Nursing Delegation. Know your resources. If you're not sure about which tasks can be delegated, know where to look this information up. ... . Build rapport. ... . Communicate clearly and respectfully. ... . Don't forget to follow up.. |