Situational Leadership Theory (SLT)

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.

The 3-dimensional Situational Leadership model

Dividing the followers into maturity level

The four stages of follower development

Delegating

Supporting

Selling

Telling

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. ↑ ^{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
2. ↑ Hersey, P. and Blanchard, K. H. (1969). Management of Organizational Behavior – Utilizing Human Resources. New Jersey/Prentice Hall.