Situational Leadership Theory (SLT)
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== Abstract == | == Abstract == | ||
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Having a managing role in projects is not just about ensuring that the given project objectives are met, but also about leading the people involved. In more recent years, it has become clear that there is no such thing as the “right” leadership style. | Having a managing role in projects is not just about ensuring that the given project objectives are met, but also about leading the people involved. In more recent years, it has become clear that there is no such thing as the “right” leadership style. | ||
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The model is three-dimensional, as it (1) relies on the maturity level of the followers, (2) the amount of direction (task behavior) needed from the leader, as well as (3) the amount of socio-emotional support (relationship behavior) provided by the leader. The given leadership styles take the personal development of the individual into consideration and thus follows four phases; Telling, Selling, Participating, Delegating.<ref name="PMBOOK"></ref> | The model is three-dimensional, as it (1) relies on the maturity level of the followers, (2) the amount of direction (task behavior) needed from the leader, as well as (3) the amount of socio-emotional support (relationship behavior) provided by the leader. The given leadership styles take the personal development of the individual into consideration and thus follows four phases; Telling, Selling, Participating, Delegating.<ref name="PMBOOK"></ref> | ||
| − | This article aims to highlight the fact that the theory can be adopted in various fields and on different levels, including project, program and portfolio management. The Situational Leadership Model can act as a guideline for managers to make decisions about resource allocation, prioritization, risk management and leadership style. There are however different limitations to the model and different suggestions have therefore been provided in order to view the Situational Leadership model in a broader context. | + | This article aims to highlight the fact that the theory can be adopted in various fields and on different levels, including project, program and portfolio management. The Situational Leadership Model can act as a guideline for managers to make decisions about resource allocation, prioritization, risk management and leadership style. There are however different limitations to the model and different suggestions have therefore been provided in order to view the Situational Leadership model in a broader context. |
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== The 3-dimensional Situational Leadership model == | == The 3-dimensional Situational Leadership model == | ||
Revision as of 20:40, 12 February 2023
Helena Mladenovski, Spring 2023
This article is based on the Situational Leadership model developed by Paul Hersey and Ken Blanchard while they wrote “Management of Organizational Behavior: Utilizing Human Resources.”
Abstract
Having a managing role in projects is not just about ensuring that the given project objectives are met, but also about leading the people involved. In more recent years, it has become clear that there is no such thing as the “right” leadership style.
The Hersey-Blanchard Situational Leadership model, first published in 1969, suggests that no specific leadership style is better than the other, but rather that the leader should adjust their style according to those they lead (followers) and their ability level (maturity). To achieve this, it requires the leaders to analyze the given scenario and the maturity level of the follower. Blanchard revised the model and published a new version in 1979, although being very similar to the original. In order to avoid confusion, this article is based on the original version.
The model is three-dimensional, as it (1) relies on the maturity level of the followers, (2) the amount of direction (task behavior) needed from the leader, as well as (3) the amount of socio-emotional support (relationship behavior) provided by the leader. The given leadership styles take the personal development of the individual into consideration and thus follows four phases; Telling, Selling, Participating, Delegating.[1]
This article aims to highlight the fact that the theory can be adopted in various fields and on different levels, including project, program and portfolio management. The Situational Leadership Model can act as a guideline for managers to make decisions about resource allocation, prioritization, risk management and leadership style. There are however different limitations to the model and different suggestions have therefore been provided in order to view the Situational Leadership model in a broader context.
Contents |
The 3-dimensional Situational Leadership model
Dividing the followers into maturity level
The four stages of follower development
Delegating
Supporting
Selling
Directing
Requirements for the leader
Application
Responsibility of the PM to assess the maturity level and then adapt. Example
Situational Leadership on project level
Ref test[1]
Ref test no 2[2]
Situational Leadership on program level
Situational Leadership on portfolio level
Limitations
Suggestions and other relevant models
Blake-Mouton's Managerial Grid and SLT
Grow's Staged Self-Directed Learning Model and SLT
Annotated bibliography
References
- ↑ 1.0 1.1 Project Management Institute, Inc.. (2021). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th Edition). Project Management Institute, Inc. (PMI). Retrieved from https://app-knovel-com.proxy.findit.cvt.dk/kn/resources/kpSPMAGPMP/toc
- ↑ Hersey, P. and Blanchard, K. H. (1969). Management of Organizational Behavior – Utilizing Human Resources. New Jersey/Prentice Hall.
