Situational Leadership II - Revision history

Tkokotas at 18:52, 17 November 2018

2018-11-17T18:52:08Z

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			''Developed by Timokleia Orfanidou''


	== Big Idea ==		== Big Idea ==
	In an organizational environment, project managers are challenged to face different circumstances every different day, in order to achieve this they need to adapt continually to a new managerial role. The fundamental skills that a project manager should have are divided into six categories: communication, organizational, team building, leadership, coping, and technological skills. <ref name="project”> Meredith, Jack R. and Mantel, S.J.Jr. (1995), ‘Project management: A managerial approach, John Wiley, New York‘ John Wiley & Sons, Inc., vol. 7, pp. 159-160. </ref>.		In an organizational environment, project managers are challenged to face different circumstances every different day, in order to achieve this they need to adapt continually to a new managerial role. The fundamental skills that a project manager should have are divided into six categories: communication, organizational, team building, leadership, coping, and technological skills. <ref name="project”> Meredith, Jack R. and Mantel, S.J.Jr. (1995), ‘Project management: A managerial approach, John Wiley, New York‘ John Wiley & Sons, Inc., vol. 7, pp. 159-160. </ref>.

S155592: /* Case Study: Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations Silverthorne, JColin and Wang, Ting-Hsin, (2001), ‘Situational Leadership Style as a Predictor of Success and Producti...

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/* Case Study: Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations Silverthorne, JColin and Wang, Ting-Hsin, (2001), ‘Situational Leadership Style as a Predictor of Success and Producti...

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	The development level is addressed as the readiness of the follower to a specific task. Considering the interview of John R. Schermerhorn, Jr. to Paul Hersay, readiness is referred as the ability and willingness of the follower to self-direction in order to achieve a specific task. As the readiness is getting more efficient in terms of completing a given task , the direction (task behavior) of the leader is decreased and the support (relationship behavior) is increased. By the time the follower achieves in a level above moderate, the direction and support are decreased. At this moment, the follower is confident and committed.		The development level is addressed as the readiness of the follower to a specific task. Considering the interview of John R. Schermerhorn, Jr. to Paul Hersay, readiness is referred as the ability and willingness of the follower to self-direction in order to achieve a specific task. As the readiness is getting more efficient in terms of completing a given task , the direction (task behavior) of the leader is decreased and the support (relationship behavior) is increased. By the time the follower achieves in a level above moderate, the direction and support are decreased. At this moment, the follower is confident and committed.

	== Case Study: Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations <ref name="project”> Silverthorne, JColin and Wang, Ting-Hsin, (2001), ‘Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations‘, The Journal of Psychology, ~~135:~~4, 399-412~~, DOI: 10~~.~~1080/00223980109603707~~ </ref> ==		== Case Study: Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations <ref name="project”> Silverthorne, JColin and Wang, Ting-Hsin, (2001), ‘Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations‘, The Journal of Psychology, vol.4, pp. 399-412. </ref> ==

	'''''Disclaimer: This text only presents the theoritical insights of the case study, all the calculated results and any other information are located on the references.'''''		'''''Disclaimer: This text only presents the theoritical insights of the case study, all the calculated results and any other information are located on the references.'''''

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Directive/Supportive Dimensions

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	====Directive/Supportive Dimensions====		====Directive/Supportive Dimensions====

	[[File:Situationalleadershipmodel.GIF\|300px\|thumb\|~~right~~\|Figure 2: Situational Leadership Model<ref name=conversation/>]]		[[File:Situationalleadershipmodel.GIF\|300px\|thumb\|left\|Figure 2: Situational Leadership Model<ref name=conversation/>]]

	The two axis in Paul Hersey's and Kenneth's H. Blanchard model are illustrating the amount of direction (relationship behavior) and support (task behavior) that the follower needs in order to successfully deliver a specific task. <ref name=conversation> Schermerhorn, J.R.Jr. (1997), ‘Situational Leadership: Conversations with Paul Hersey’, Mid-American Journal of Business, vol.12, no.2, pp 5-11. </ref>.		The two axis in Paul Hersey's and Kenneth's H. Blanchard model are illustrating the amount of direction (relationship behavior) and support (task behavior) that the follower needs in order to successfully deliver a specific task. <ref name=conversation> Schermerhorn, J.R.Jr. (1997), ‘Situational Leadership: Conversations with Paul Hersey’, Mid-American Journal of Business, vol.12, no.2, pp 5-11. </ref>.

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Directive/Supportive Dimensions

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	====Directive/Supportive Dimensions====		====Directive/Supportive Dimensions====

	[[File:Situationalleadershipmodel.GIF\|300px\|thumb\|right\|Figure 2: Situational Leadership Model <ref name=conversation />		[[File:Situationalleadershipmodel.GIF\|300px\|thumb\|right\|Figure 2: Situational Leadership Model<ref name=conversation/>]]

	The two axis in Paul Hersey's and Kenneth's H. Blanchard model are illustrating the amount of direction (relationship behavior) and support (task behavior) that the follower needs in order to successfully deliver a specific task. <ref name=conversation> Schermerhorn, J.R.Jr. (1997), ‘Situational Leadership: Conversations with Paul Hersey’, Mid-American Journal of Business, vol.12, no.2, pp 5-11. </ref>.		The two axis in Paul Hersey's and Kenneth's H. Blanchard model are illustrating the amount of direction (relationship behavior) and support (task behavior) that the follower needs in order to successfully deliver a specific task. <ref name=conversation> Schermerhorn, J.R.Jr. (1997), ‘Situational Leadership: Conversations with Paul Hersey’, Mid-American Journal of Business, vol.12, no.2, pp 5-11. </ref>.

S155592: /* Application of Situational Leadership II in Management */

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Application of Situational Leadership II in Management

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	== Application of Situational Leadership II in Management ==		== Application of Situational Leadership II in Management ==
	[[File:SituationalLeadershipIImodel.jpg\|~~100px~~\|thumb\|right\|Figure 1: Situational Leadership Model II<ref name=Cirstea />		[[File:SituationalLeadershipIImodel.jpg\|200px\|thumb\|right\|Figure 1: Situational Leadership Model II<ref name=Cirstea />]]

	[https://en.wikipedia.org/wiki/Situational_leadership_theory The Situational Leadership theory] introduced by Paul Hersey and Kenneth H. Blanchard (1974,1982). The revised model Situational Leadership II was published in January-March 1985 <ref name="project”> Blanchard, Kenneth, H. Zigarmi, P. and Zirgami, D. (1985), ‘Leadership and the One Minute Manager: Increasing Effectiveness through Situational Leadership‘, New York: Morrow. </ref>. The idea behind it, is that the most effective leadership style is situational-specific. They argued that when the situation is changing (people involved in the project), the leadership style that it is applicable will have differences from the the one used efficiently before. The management concept of Situational Leadership is introduced in order to help people be more effective in their everyday interactions. Another ingredient in their theory is that the leadership style needs to differ regarding the given task that needs to be done and the maturity level of the group or the individual.		[https://en.wikipedia.org/wiki/Situational_leadership_theory The Situational Leadership theory] introduced by Paul Hersey and Kenneth H. Blanchard (1974,1982). The revised model Situational Leadership II was published in January-March 1985 <ref name="project”> Blanchard, Kenneth, H. Zigarmi, P. and Zirgami, D. (1985), ‘Leadership and the One Minute Manager: Increasing Effectiveness through Situational Leadership‘, New York: Morrow. </ref>. The idea behind it, is that the most effective leadership style is situational-specific. They argued that when the situation is changing (people involved in the project), the leadership style that it is applicable will have differences from the the one used efficiently before. The management concept of Situational Leadership is introduced in order to help people be more effective in their everyday interactions. Another ingredient in their theory is that the leadership style needs to differ regarding the given task that needs to be done and the maturity level of the group or the individual.

S155592: /* Discussion */

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Discussion

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	===Discussion===		===Discussion===
	According to Caskey SLT is characterized by a number of strengths. He mentioned that it is direct, appealing and ~~easz~~ to learn. Another key strength of the theory is that the situation is the point of attraction in any case. Moreover, goal of the theory is to focus on the reinforcement of the skills of the individual rather than correct an action.		According to Caskey SLT is characterized by a number of strengths. He mentioned that it is direct, appealing and easy to learn. Another key strength of the theory is that the situation is the point of attraction in any case. Moreover, goal of the theory is to focus on the reinforcement of the skills of the individual rather than correct an action.
	Contradictory, the theory indicates some drawbacks, it is difficult to be supported in academic level as it lacks of validity. In 1989, Yukl mentioned that the value of theory is that emphasizes in the fact that every individual/follower should be treated differently as the situation changes. And moreover, that the leader has the power to contribute positively on the actions of the follower and build his confidence, instead of believing that the follower does not have the ability or the maturity for the job.		Contradictory, the theory indicates some drawbacks, it is difficult to be supported in academic level as it lacks of validity. In 1989, Yukl mentioned that the value of theory is that emphasizes in the fact that every individual/follower should be treated differently as the situation changes. And moreover, that the leader has the power to contribute positively on the actions of the follower and build his confidence, instead of believing that the follower does not have the ability or the maturity for the job.

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Implementation Difficulties and Drawbacks

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	~~The~~ answer ~~is Paul Hersay illustrated~~ the main questions that arise when someone ~~is trying~~ to implement the theory. The ~~old theorz come~~ into conflict with the Situational Leadership II and that it makes it difficult to have valid information. Also, another lack is that Situational Leadership does not take into account cultural differences, which are influencing the work behaviors.		This answer illustrates the main questions that arise when someone tries to implement the theory. The first published theory comes into conflict with the Situational Leadership II and that it makes it difficult to have valid information. Also, another lack is that Situational Leadership does not take into account cultural differences, which are influencing the work behaviors.
	Even though the theory of Hersey and Blanchard firstly exposed in 1969, the quality of it is still uncertain in terms of validation and utilization.		Even though the theory of Hersey and Blanchard firstly exposed in 1969, the quality of it is still uncertain in terms of validation and utilization.
	Situational Leadership has been part of leadership programs worldwide and over one million managers from a different kind of institutions are annually exposed to the tenets of the theory. Even though this great amount of people is using or has been exposed, the theory lacks of accuracy.		Situational Leadership has been part of leadership programs worldwide and over one million managers from a different kind of institutions are annually exposed to the tenets of the theory. Even though this great amount of people is using or has been exposed, the theory lacks of accuracy.

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Annotated Bibliography

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	A test of Hersey and Blanchard's situational leadership theory.		A test of Hersey and Blanchard's situational leadership theory.


	4. '''Situational leadership theory: A test of leader prescriptions. Group and Organizational Studies - Goodson, J. R., McGee, G. W., & Cashman, J. F. (1989)'''		4. '''Situational leadership theory: A test of leader prescriptions. Group and Organizational Studies - Goodson, J. R., McGee, G. W., & Cashman, J. F. (1989)'''

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Annotated Bibliography

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	1. '''Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations - Silverthorne, C. and Wang, Ting-Hsing (2001)'''		1. '''Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations - Silverthorne, C. and Wang, Ting-Hsing (2001)'''

			This study tried to evaluate the outcome that different leadership styles have in Taiwanese high-technology industries. It examines two kinds of leadership styles the adaptive and the nonadaptive. The results we not statistically significant.

	2. '''The Validity of Hersey and Blanchard’s Theory of Leader Effectiveness - Hambleton Ronald K. and Gumpert Ray (1982)'''		2. '''The Validity of Hersey and Blanchard’s Theory of Leader Effectiveness - Hambleton Ronald K. and Gumpert Ray (1982)'''

			This study had as area of interest the validity of Hersey and Blanchard’s Situational Leadership Theory. The study was based on predictions and the results were statistically significant.

	3. '''Situational Leadership Theory A Replication - R. Norris, Robert P. Vecchio (1992)'''		3. '''Situational Leadership Theory A Replication - R. Norris, Robert P. Vecchio (1992)'''

			A test of Hersey and Blanchard's situational leadership theory.


	4. '''Situational leadership theory: A test of leader prescriptions. Group and Organizational Studies - Goodson, J. R., McGee, G. W., & Cashman, J. F. (1989)'''		4. '''Situational leadership theory: A test of leader prescriptions. Group and Organizational Studies - Goodson, J. R., McGee, G. W., & Cashman, J. F. (1989)'''

			In this study different statistical tests were done to test the formula for efficient supervision contained in Situational Leadership Theory (Hersey & Blanchard, 1982).

	==References==		==References==

	<references />		<references />

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Implementation Difficulties and Drawbacks

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	There are four published studies that are characterized as enlightened in terms of evaluation of the theory.		There are four published studies that are characterized as enlightened in terms of evaluation of the theory.

	*Blank, W., Weitzel, R., & Green, S. G. (1990). A test of situational leadership theory. Personnel Psychology, pp. 579-597		*Blank, W., Weitzel, R., & Green, S. G. (1990) A test of situational leadership theory. Personnel Psychology, pp. 579-597
	*Goodson, J. R., McGee, G. W., & Cashman, J. F. (1989). Situational leadership theory: A test of leader prescriptions. Group and Organizational Studies, pp. 446-461		*Goodson, J. R., McGee, G. W., & Cashman, J. F. (1989) Situational leadership theory: A test of leader prescriptions. Group and Organizational Studies, pp. 446-461
	*R. Norris, Robert P. Vecchio, (1992) Situational Leadership Theory A Replication.		*R. Norris, Robert P. Vecchio, (1992) Situational Leadership Theory A Replication.
	*Robert P. Vecchio, (1987) Situational Leadership Theory: An Examination of a Prescriptive Theory.		*Robert P. Vecchio, (1987) Situational Leadership Theory: An Examination of a Prescriptive Theory.