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This model portrays leadership as to having two dimensions. They said that these dimensions were; leaders who were task oriented and leaders who were relationship oriented. The leaders who were relationship oriented laid more emphasis on their relationship with their followers. They tend to create a good working environment by enhancing good relations and follower appreciation. On the other hand is the task oriented leaders who will stop at nothing to achieve their goals or accomplish their professional duties. This meant they are solely determined to perform their tasks irrespective of their relations with the followers
This model categorized follower maturity in to four levels. The levels were; the high maturity, moderate maturity which was subdivided into two and finally the low maturity. Each of these levels was characterized by the difference in ability and willingness of an individual. Prior to that, the model had relative comparison of the relationship behavior and the task behavior. This relative comparison gave rise to four quadrants. This model was expressed diagrammatically as illustrated below.
In the leadership behavior model we have the four quadrants S1, S2, S3 and S4. (S1) represents low relation and high task leadership behavior. They said that this type of behavior is where the follower character is unable and unwilling and this requires maximum supervision of performance. He referred to this as telling style.
The next quadrant (S2) represents a high task high relationship leadership behavior characterized by an unable but willing follower. The situation exhibited here is where the leader gives instruction but expects clarification from the follower. Hersey and Blanchard recommend this a selling style.
Quadrant (S3) represents a leadership behavior characterized by high relation and low task which corresponds to unable but unwilling follower. They said that in this situation there ought to be participation. By participation
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Leaders need to be aware of their followers’ abilities, skills and competencies to practice situational leadership. Moreover, situational leadership should also consider the task involved (Hellriegel & Slocum, 2007). In the capacity of the principal of an inner city school, situational leadership would be of great use in helping the school teachers utilize their skills and achieve the best outcomes.
Leadership is best shown during a crisis. The research focuses on the leadership skills of McCain. The research includes a study of the different leadership styles. Leadership in Crisis includes an unwavering support of all parties for a 180 degree turnaround from the current financial dilemma.
Organizing B. Leading C. Controlling D. Planning E. Benchmarking 2. _____ power stems from a position's placement in the managerial hierarchy and the authority vested in the position. A. Legitimate B. Charismatic C. Coercive D. Referent E. Reward 3. As a result of his position as the chief executive officer of Intel, Andy Grove has ___ power.
A situational leader should be able to adjust his or her leadership styles to fit their client’s ability and willingness to perform a certain task (Lyons & Goldsmith, 2006, p.26).
Early studies of leadership styles and
As the report declares public safety leadership is essential because professionals demonstrate greater growth prospect when their strengths are promoted and feedback is provided for their weaknesses rather than focusing on their weaknesses. Public safety leadership is a good practice that is consistent with the law enforcement culture.
Blanchard and Hersey’s approach demonstrate that people often function at four different levels of maturity. The model presents four distinct leadership styles that include selling, telling, participating and delegating (Carew, Carew &