The Situational Leader, Book Review Example

In the last 10 years, Management Scientists have been trying to put forward the best styles of leadership for modern business management. The work to date indicates that there is not a single leadership style that fits all business management applications.  Dr. Paul Hersey is a Management Professor that has put forward one model on situational leadership.  In his book ‘The Situational Leader’ he focuses upon how a follower achieves a readiness state and illustrates this in four quadrants containing the elements of effective leadership. The Model as developed by Blanchard and Hersey essentially holds that managers must vary their leadership style in accordance with the situation that presents itself.  The model illustrates the four main styles of Delegating, Supporting, Coaching and Directing. This is further developed into four distinct levels of the follower. For example:

D4 – High Competence, High Commitment – Here the person is comfortable with their own skill level and ability to carry out the job function. The person may even prove to be more skilled than the leader.

D3 – High Competence, Variable Commitment – Here the person may be experienced but lacks the confidence and leadership ability to get the job done quickly and efficiently.

D2 – Some Competence, Low Commitment – In this category the person cannot complete the job without being provided some help or assistance. The person may be new to the job requirement.

D1 – Low Competence, High Commitment – Here the person lacks the skills to complete the job but is motivated and feels confident of the abilities to complete it.

The Situational Leadership Model by Blanshard and Hersey is an important contribution because it has created a relatively simple matrix in order to explain a complex subject.  Managers in larger Corporations are able to examine their directive and supportive leadership styles and determine where they are portrayed on the Model. By adjusting, the dynamics of their leadership style that can fine-tune the behavioural stance of leadership to be more supportive or more directive as the occasion demands. Hersey pointed out that this is not a theoretical concept but that of a leadership model. This is because the model is more application oriented and may be modified or adapted to meeting various situations as opposed to theoretical considerations that are normally more fixed. The diagram to the right illustrates how the followers are able to modify behavioural styles between relationship and task behaviours. A participating style of sharing ideas demonstrates a high relational behaviourship style towards others whilst relatively low on task behaviour.

Conclusions

Leadership development is both an important matter for individuals and for the Executive of an organization for those aspiring to develop business management careers.  Training forms a vital part of developing leadership skills and developing your individual leadership style. It is important that your leadership style is reflective of the organizational mission statement, philosophy and way of conducting business. Although organizations may tolerate a broad range of leadership styles, nevertheless it is important that your style is not too far removed from the central ethos of management.