Situational leadership - Hersey and Blanchard
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== References == | == References == | ||
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Blanchard, K., Zigarmi, D., Nelson, R. (1993). Situational Leadership after 25 Years: A Retrospective. 1(1), 22-28. https://www.academia.edu/3431281/Situational_Leadership_After_25_Years_A_Retrospective | Blanchard, K., Zigarmi, D., Nelson, R. (1993). Situational Leadership after 25 Years: A Retrospective. 1(1), 22-28. https://www.academia.edu/3431281/Situational_Leadership_After_25_Years_A_Retrospective | ||
Situational Leadership. (2016). Retrieved 21 February 2021, from https://www.projectmanagement.com/contentPages/wiki.cfm?ID=293293&thisPageURL=/wikis/293293/Situational-Leadership#_=_ | Situational Leadership. (2016). Retrieved 21 February 2021, from https://www.projectmanagement.com/contentPages/wiki.cfm?ID=293293&thisPageURL=/wikis/293293/Situational-Leadership#_=_ | ||
Revision as of 16:35, 22 February 2021
Abstract
The Hersey-Blanchard Situational Leadership is a theory designed to help leaders finding the most effective leadership style from different circumstances they find themselves in. The theory was developed by author Paul Hersey and leadership expert Ken Blanchard, first introduced in late 1960s as Life Cycle Theory of Leadership but renamed in the mid-1970 as Situational Leadership Model [1]. The theory was inspired by the changing leadership needed by parents as a child grows up from infancy to adulthood. An infant needs a different leadership style than as a young adult, so Hersey and Blanchard felt as the same logic held true for managing new, developing and experienced workers. [1]
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