Situational Leadership Theory

Situational Leadership Theory by Hersey and Blanchard

What is the Situational Leadership Theory?

The Situational Leadership Theory, proposed by Paul Hersey and Ken Blanchard in 1969, suggests that there is no single leadership style that is effective in all situations. Instead, leadership should adapt to specific circumstances, adjusting the approach based on the skills, experience, and willingness of team members. This theory is based on the premise that leadership is not a static skill but a flexible competency that must be developed and strategically applied to positively influence the achievement of goals.The model suggests that leadership style should vary depending on the maturity level of the team members, assessed in terms of their willingness and ability to perform tasks. For instance, in teams with high maturity, experience, and autonomy, the leader can adopt a more delegative style, allowing team members to work independently. Conversely, in situations where employees are less experienced or require more guidance, a more directive and supervised leadership approach is recommended to ensure everyone understands their responsibilities and objectives.

Maturity in the Situational Leadership Theory

The Situational Leadership Theory classifies the maturity of team members into three levels:

High maturity

This approach allows the leader to identify the needs and specifics of each level, adjusting their leadership style to enhance the performance of each group.

Medium maturity

Low maturity

The Directive Styles in Hersey and Blanchard's Situational Leadership.

To understand this model, it is essential to start with the premise that, according to Hersey and Blanchard's Situational Leadership Theory, there are two main leadership styles:Directive behavior: The leader clearly defines tasks and roles, guiding the team on how to perform them and controlling the outcomes. Supportive behavior: The leader encourages active participation and facilitates decision-making, collaborating with the team and adding value through support. Each style allows the leader to adjust their approach based on the specific needs of the team and the situation.

Situational Leadership Styles

There are different leadership styles beyond each leader's individual approach. Below are the nine most recognized leadership styles:

• Transformational Leadership
• Transactional Leadership
• Autocratic Leadership
• Servant Leadership
• Laissez-faire Leadership
• Participative Leadership
• Bureaucratic Leadership
• Charismatic Leadership
• Pure Situational Leadership

Phases of Hersey and Blanchard's Situational Leadership

Hersey and Blanchard's Situational Leadership model is developed through a series of stages, from the initial diagnosis to the consolidation of the team, adapting the leadership style to the group's needs.

Models of Situational Leadership

Situational leadership is based on four distinct styles: directive, persuasive, participative, and delegating, which are adjusted to the development and maturity level of the employees. Choosing the right model is crucial for fostering team trust and commitment. The choice of leadership style should be flexible and constantly evaluated to adapt to the needs and development of the team, promoting their professional growth and the success of the organization.

Directive

Participative

Persuasive

Delegating

Conclusion

The Situational Leadership Theory offers an adaptable and practical approach that allows leaders to effectively respond to the changing needs of their teams. By understanding the different levels of maturity and willingness of employees, leaders can apply the most appropriate leadership model, fostering a dynamic and productive work environment. This flexible approach not only helps optimize individual and collective performance but also promotes professional development and team commitment. Ultimately, situational leadership emphasizes the importance of leaders being versatile, capable of adapting their style to circumstances in order to achieve organizational goals and contribute to the sustained growth of their team.

References:

Del Río, A. J. (2023, May 18). Situational Leadership Theory: Why bet on this model? Canal Orientación Laboral. https://www.inesem.es/revistadigital/orientacion-laboral/liderazgo-situacional/ Economía TIC. (2023, September 14). Situational Leadership: Definition and Stages according to Hersey and Blanchard. https://economiatic.com/liderazgo/desarrollo-liderazgo/liderazgo-situacional/

Directive

This style is primarily characterized by a strong focus on tasks. The leader takes responsibility for decision-making, establishing what, when, and how things should be done. Without this structure, employees would likely experience high levels of fear and confusion. The directive style within situational leadership is heavily task-oriented and less focused on building relationships, with the leader providing clear and firm instructions while controlling every aspect of the work. This style is applied to workers with low maturity.

Delegating

The leader is responsible for assessing and recognizing talent, delegating tasks to their team. In situational leadership theory, the delegating leadership model establishes the highest level of autonomy for employees. In this style, there is neither a close relationship forged between leaders and workers nor a strong focus on diligent control of tasks and results.

Persuasive

While the leader sets roles and tasks, they begin to seek feedback from the team, also rewarding their achievements. This leadership style focuses on both the leader-employee relationship and tasks and results, as the leader tries to sell their instructions as persuasive ideas to the group by explaining directives. It is used in work environments with moderately mature employees who are not highly motivated.

Participative

This style is characterized by a high interest in relationships and people, with less emphasis on controlling tasks and their outcomes. Decisions and task management are handled collaboratively, which leads to greater motivation and trust from employees to take on responsibilities.