Situational Leadership Essay

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Situational Leadership Model Many leadership styles have been developed over the years but no single approach is proven to work best in every situation. The Situational Leadership Model, developed by Paul Hersey and Ken Blanchard in the 1960’s, suggests effective leaders need to adapt their style to fit different situations. The model provides guidance on how to analyze a situation and adopt the most appropriate leadership style. The Situational Leadership framework has four leadership styles for the manager that corresponds to four developmental levels of the employee. The four leadership styles for the manager are: S1 – Telling / Directing – The leader defines the roles and tasks of the worker and supervises them closely. Decisions are made by the leader and announced, so communication is largely one-way. This is style is used in situations where a worker lacks competence but is enthusiastic and committed. They need direction and supervision to get them started. S2 – Selling / Coaching – The leader still defines roles and tasks, but seeks ideas and suggestions from the worker. Decisions remain the leaders but communication is much more two-way. This style is used in situations where a worker has some competence but lacks commitment. The worker may need direction and supervision because they are still relatively inexperienced. They also need support and praise to build their self-esteem and involvement in decision-making to restore their commitment. S3 – Participating / Supporting – The leader passes day-to-day decisions, such as task allocation and processes, to the worker. The leader facilitates and takes part in decisions, but control is with the worker. This style is used in situations where a worker is clearly competent but lacks confidence or motivation. They do not need much direction because of their skills, but support is

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