Kim Woods Only (600 3.1)

250- 300 words

Situational Leadership

Use Figure 5.1 Situational Leadership II in Northouse to analyze your leadership challenge. Where does the follower fall on the development level continuum (D1 to D4)? Based on this, which leadership style is most appropriate (S1 to S4)? Compare this assessment with your results on the Situational Leadership Questionnaire at the end of chapter 5. Is your preferred leadership style most effective for this situation? If not, what specific actions (derived from this model) might you take?

Resources: •In Northouse (2016), read chapters 4 and 5

Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications. ISBN: 978-1-4833-1753-3 ◦

Blanchard, K.H., Zigarmi, D., & Nelson, R.B. (1993). Situational leadership after 25 years: A retrospective. Journal of Leadership & Organizational Studies, 1(1), 22 – 35.

◦Blake, R., & Mouton, J. (1975). Overview of the grid. Training and Development Journal, 29(5), 29 – 37.

◦Leadership Grid: https://www.youtube.com/watch?v=dDg84w3ZI2c

◦Situational Leadership: https://www.youtube.com/watch?v=aDHpyr6nlwQ

Chapter 4: Behavioral Approach

Overview
Behavioral Approach Perspective
Ohio State Studies
University of Michigan Studies
Blake & Mouton’s Leadership Grid
How Does the Style Approach Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Behavioral Approach Description
Emphasizes the behavior of the leader
Focuses exclusively on what leaders do and how they act
Composed of two general kinds of Behaviors
Task behaviors
Facilitate goal accomplishment: Help group members achieve objectives
Relationship behaviors
Help subordinates feel comfortable with themselves, each other, and the situation

Perspective
Definition
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Ohio State Studies
Leadership Behavior Description Questionnaire (LBDQ)
Identify number of times leaders engaged in specific behaviors
150 questions
Participant settings (military, industrial, educational)
Results
Particular clusters of behaviors were typical of leaders
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Ohio State Studies, cont’d.
LBDQ-XII (Stogdill, 1963)
Shortened version of the LBDQ
Most widely used leadership assessment instrument
Results – Two general types of leader behaviors:
Initiating structure – Leaders provide structure for subordinates
Task behaviors – organizing work, giving structure to the work context, defining role responsibility, scheduling work activities
Consideration – Leaders nurture subordinates
Relationship behaviors – building camaraderie, respect, trust, & liking between leaders & followers
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

University of Michigan Studies
Exploring leadership behavior
Specific emphasis on impact of leadership behavior on performance of small groups
Results – Two types of leadership behaviors conceptualized as opposite ends of a single continuum
Employee orientation
Strong human relations emphasis
Production orientation
Stresses the technical aspects of a job
Later studies reconceptualized behaviors as two independent leadership orientations – possible orientation to both at the same time
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Blake & Mouton’s Grid
Historical Perspective
Leadership Grid Components
Authority-Compliance (9,1)
Country Club Management (1,9)
Impoverished Management (1,1)
Middle-of-the-Road Management (5,5)
Team Management (9,9)
Paternalism/Maternalism (1,9; 9,1)
Opportunism
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Historical Perspective
Blake & Mouton’s Managerial Leadership Grid
Developed in early 1960s
Used extensively in organizational training & development
Designed to explain how leaders help organizations to reach their purposes
Two factors
Concern for production
How a leader is concerned with achieving organizational tasks
Concern for people
How a leader attends to the members of the organization who are trying to achieve its goals
Development
Purpose
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Authority-Compliance (9,1)
Efficiency in operations results from arranging conditions of work such that human interference is minimal
Heavy emphasis on task and job requirements and less emphasis on people
Communicating with subordinates mainly for task instructions
Results driven – people regarded as tools to that end
9,1 leaders – seen as controlling, demanding, hard-driving, & overpowering
Role Focus
Definition
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Country Club (1,9)
Thoughtful attention to the needs of people leads to a comfortable, friendly organizational atmosphere and work tempo
Low concern for task accomplishment coupled with high concern for interpersonal relationships
Deemphasizes production; leaders stress the attitudes and feelings of people
1,9 leaders – try to create a positive climate by being agreeable, eager to help, comforting, noncontroversial
Definition
Role Focus
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Impoverished (1,1)
Minimal effort exerted to get work done is appropriate to sustain organizational membership
Leader unconcerned with both task and interpersonal relationships
Going through the motions, but uninvolved and withdrawn
1,1 leaders – have little contact with followers and are described as indifferent, noncommittal, resigned, and apathetic
Role Focus
Definition
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Middle-of-the-Road (5,5)
Adequate organizational performance possible through balancing the necessity of getting work done while maintaining satisfactory morale
Leaders who are compromisers; have intermediate concern for task and people who do task
To achieve equilibrium, leader avoids conflict while emphasizing moderate levels of production and interpersonal relationships
5,5 leader – described as expedient; prefers the middle ground; soft-pedals disagreement; swallows convictions in the interest of “progress”
Definition
Role Focus
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Team (9,9)
Work accomplished through committed people; interdependence via a “common stake” in the organization’s purpose, which leads to relationships of trust and respect
Strong emphasis on both tasks and interpersonal relationships
Promotes high degree of participation & teamwork, satisfies basic need of employee to be involved & committed to their work
9,9 leader – stimulates participation, acts determined, makes priorities clear, follows through, behaves open-mindedly and enjoys working
Definition
Role Focus
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Paternalism / Maternalism
Reward and approval are bestowed on people in return for loyalty and obedience; failure to comply leads to punishment
Leaders who use both 1,9 and 9,1 without integrating the two
The “benevolent dictator”; acts gracious for purpose of goal accomplishment
Treats people as though they were disassociated from the task
Regards the organization as a family
Makes most of the key decisions
Rewards loyalty and punishes non-compliance
Definition
Role Focus
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Opportunism
People adapt and shift to any grid style needed to gain maximum advantage
Performance occurs according to a system of selfish gain
Leader uses any combination of the basic five styles for the purpose of personal advancement
May be seen as ruthless and cunning
May also be seen as adaptable and strategic
Definition
Role Focus
Leaders usually have a dominant grid style used in most situations and a backup style that is reverted to when under pressure
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

How Does the Behavioral Approach Work?
Focus of Behavioral Approach
Strengths
Criticisms
Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Behavioral Approach
Primarily a framework for assessing leadership as behavior with a task and relationship dimension
Offers a general means of assessing the behaviors of leaders
Focus
Overall Scope
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Strengths
Behavioral approach marked a major shift in leadership research from exclusively trait focused to include behaviors and actions of leaders
Broad range of studies on leadership style validates and gives credibility to the basic tenets of the approach
At conceptual level, a leader’s style is composed of two major types of behaviors: task and relationship
The behavioral approach is heuristic—leaders can learn a lot about themselves and how they come across to others by trying to see their behaviors in light of the task and relationship dimensions
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Criticisms
Research has not adequately demonstrated how leaders’ styles are associated with performance outcomes
No universal style of leadership that could be effective in almost every situation
Implies that the most effective leadership style is High-High style (i.e., high task/high relationship); research finding support is limited
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Application
Many leadership training and development programs are designed along the lines of the style approach.
By assessing their own style, managers can determine how they are perceived by others and how they could change their behaviors to become more effective.
The style approach applies to nearly everything a leader does.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Chapter 5: Situational Approach

Overview
Situational Approach Perspective
Leadership Styles
Developmental Levels
How Does the Situational Approach Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Situational Approach Description
(Hersey & Blanchard, 1969)
Focuses on leadership in situations
Emphasizes adapting style – different situations demand different kinds of leadership
Used extensively in organizational leadership training and development
“Leaders match their style to the competence and commitment of subordinates”
Perspective
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Situational Approach Description, cont’d
(Hersey & Blanchard, 1969)
Composed of both a directive dimension & supportive dimension:
Each dimension must be applied appropriately in a given situation
Leaders evaluate employees to assess their competence and commitment to perform a given task
Definition
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Leadership Styles
Leadership style – the behavior pattern of an individual who attempts to influence others
It includes both:
Directive (task) behaviors
Supportive (relationship) behaviors
Definition
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Directive behaviors – Help group members in goal achievement via one-way communication through:
Giving directions
Establishing goals & how to achieve them
Methods of evaluation & time lines
Defining roles
Dimension Definition
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership Styles

Leadership Styles
Supportive behaviors – Assist group members via two-way communication in feeling comfortable with themselves, co-workers, and situation
Asking for input
Problem solving
Praising, listening
Dimension Definitions
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

S1 – Directing Style
Leader focuses communication on goal achievement
Spends LESS time using supportive behaviors
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

S2 – Coaching Style
Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs
Requires leader involvement through encouragement and soliciting subordinate input
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

S3 – Supporting Style
Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing tasks
Leader delegates day-to-day decision-making control but is available to facilitate problem solving
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

S4 – Delegating Style
Leader offers LESS task input and social support; facilitates subordinates’ confidence and motivation in relation to the task
Leader lessens involvement in planning, control of details, and goal clarification
Gives subordinates control and refrains from intervention and unneeded social support
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Development Levels
The degree to which followers have the competence and commitment necessary to accomplish a given task or activity
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Focus of Situational Approach
Strengths
Criticisms
Application
How Does the Situational Approach Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Situational Approach
Assumes that subordinates vacillate along the developmental continuum of competence and commitment
Leader effectiveness depends on –
assessing subordinate’s developmental position, and
adapting his/her leadership style to match subordinate developmental level
“The situational approach requires leaders to demonstrate a strong degree of flexibility.”
Focus
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

How Does The Situational Approach Work?
Using SLII® model – In any given situation the leader has two tasks:
1st Task
2nd Task
Diagnose the Situation
Identify the developmental level of employee
Ask questions like:
What is the task subordinates are being asked to perform?
How complicated is it?
What is their skill set?
Do they have the desire to complete the job?
Adapt Style
To prescribed Leadership style in the SLII ® model
Leadership style must correspond to the employee’s development level
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

How Does the Situational Approach Work?
Employee’s Developmental Level
Competence
Commitment
Leader’s Leadership Style
Directive
Supportive

Strengths
Marketplace approval. Situational Leadership® is perceived as providing a credible model for training employees to become effective leaders.
Practicality. Situational Leadership® is a straightforward approach that is easily understood and applied in a variety of settings.
Prescriptive value. Situational Leadership® clearly outlines what you should and should not do in various settings.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Leader flexibility. Situational Leadership® stresses that effective leaders are those who can change their styles based on task requirements and subordinate needs.
Differential treatment. Situational Leadership® is based on the premise that leaders need to treat each subordinate according to his/her unique needs.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths

Criticisms
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 and why it varies is very unclear.
Replication studies fail to support basic prescriptions of the Situational Leadership® model.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Does not account for how particular demographics influence the leader-subordinate prescriptions of the model
Fails to adequately address the issue of one-to-one versus group leadership in an organizational setting
Questionnaires are biased in favor of Situational Leadership®.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Criticisms

Application
Often used in consulting because it’s easy to conceptualize and apply
Straightforward nature makes it practical for managers to apply
Breadth of situational approach facilitates its applicability in virtually all types of organizations and levels of management in organizations
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.

Turn in your highest-quality paper
Get a qualified writer to help you with

“ Kim Woods Only (600 3.1) ”

Get high-quality paper

Guarantee! All work is written by expert writers!

Still stressed from student homework?

Get quality assistance from academic writers!

Order now