In all, Situational Leadership is based on the amount of task behavior and relationship behavior the leader provides and the performance readiness level, ability and willingness, that a follower shows in the performance of his or her task (Hersey, Blanchard & Johnson, 2008 p. 156). They see change as frightening and troublesome. New followers, Hersey and Blanchard theorize, need more guidance leaders should focus on the task and at hand and not on relationships with these followers. Followers are much-maligned, but we’re all followers in some areas of our lives. Organization/Group Development Level. Using Situational Leadership, the leader would place an X on the readiness continuum as shown in Figure 3 (below R1). Leader behavior research was a step in the direction of acknowledging the role of situation or context in leader-ship. leader in that situation with a follower of that readiness level. But realizing a vision and addressing compelling causes cannot be accomplished by the leader alone. The leaders' perception of the follower and the situation will affect what they do rather than the truth of the situation. This removes the need to follow a rigid strategy at all times and instead, a leader is more able to make sense of the situation around him or her. During the mid-1970s, life cycle theory of leadership was renamed "Situational Leadership Theory." Followers are content to stick with the safety of the status quo. Similar to the styles of a leader – task vs people, a group or followers need to be competent as well as committed to their assigned tasks. Situational leadership will be high on the “directive” aspect when the subordinates are not sufficiently developed and need constant supervision. The style of choice depends upon the organization’s environment and the competence and commitment of its followers. Follower’s Task Readiness (Task Development) A follower’s or subordinate’s Task Readiness covers their ability to deliver what has been asked of them. Situational leadership often does not work well when repetitive tasks need to be completed, as this type of leadership is flexible and many task-driven environments are not. Situational Leadership is a flexible, adaptable leadership approach that determines whether a leader is more directive or supportive based on their followers’ individualized needs. The leader/follower situation framework contains the elements: leader, follower, and situation. Book Link: https://amzn.to/2Nokr9MFREE Audiobook Trial: https://amzn.to/2A5gb8sIn this video, we'll explain the Situational Leadership Model. A) It considers situational favorability, which is the amount of control a leader has over his or her followers, an important variable. When things go wrong, leaders don’t dwell on how bad things are. When we follow successful leaders, we learn what works and what doesn’t work, what to do and what not to do. Show More. It is similar to a parent supervising the actions of a toddler. a. Stogdill b. Hersey and Blanchard c. Blake and McCanse d. Katz. Situational Leadership theory was developed by Paul Hersey and Kenneth Blanchard. According to the definition of leadership, the results that may come of a leader are dependent on the followers and the situation. They’re too busy trying to make things better. To be most effective and successful, a leader must be able to adapt his style and approach to diverse circumstances. For example, some employees function better under a leader who is more autocratic and directive. Situational Leadership Theory, or the Situational Leadership Model, is a model created by Paul Hersey and Ken Blanchard, developed while working on Management of Organizational Behavior. 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