Situational Leadership

Situational Leadership

Outline

• Situational Leadership theory, and Kenneth Blanchard (Kenneth Blanchard) proposed by the behavioral scientist Dr. Paul Hersey (Paul.Hersey)
• Leaders of leadership, shall be proportionate to the degree of maturity of subordinates, when subordinates matures, leaders choosing the right style of leadership based on the success of the subordinate level of maturity.
• Sima Qian's "Records": "Gushan are consequent, followed by Victoria Road, the teachings of the Second, Second and tidy, the most under who compete with them."

Maturity is defined

• Hersey and Blanchard to maturity is defined as: the individual responsible for their direct action ability and willingness. It includes two factors: work maturity and psychological maturity. The former includes a person's knowledge and skills. High job mature individuals have the knowledge, ability and experience to complete their tasks without the guidance of others. The latter refers to a person's willingness and motivation to do something. Individual does not require much mental high maturity of external encouragement, they are more motivated by internal incentives

Four-stage maturity

• Preparation of a (R1): no ability, no will or anxiety.
• Readiness two (R2): not the ability, willingness or confidence.
• Readiness three (R3): the ability, willingness or not disturbed.
• Readiness four (R4): has the ability, willingness and confidence.

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• S1: I demonstration, you learn;
• S2: you try to do, my guide;
• S3: report to you, I followed;
• S4: I authorize you to do;

Corresponding to the appropriate leadership style

• Indication (high task - low relationship), a leader in defining roles, should tell subordinates what to do, how to do it and when and where to shop and go;
• Marketing (high task - high relationship), leader behavior and conduct while providing supportive instructional;
• Participation (Low Task - High Relationship), leaders and subordinates joint decision-making. The main role is to provide leadership and communication facilities;
• Authorization (low task - low relationship), a leader in providing little guidance or support.

Two basic behavior

• Command behavior
  • The so-called command line, is a leader in command mode Specification of the behavior of subordinates, a one-way communication to define the work of subordinate roles, command subordinates should do, should not do, how to do it, to take what method to complete the task, but also closely control and monitor the performance and behavior of subordinates at work. There are three command line features: First, structural integrity, explain things very, very well; the second is completely controlled every aspect of the work of subordinates, each of the steps and methods were carried out under the command of the leader of the organization; Third, strict supervision, every move was carefully monitored to subordinates, must have the wrong pick, will be correct, to guard against the occurrence of the problem.
• Support acts
  • The so-called support behavior, is the leader with a supportive attitude to co-subordinate work behavior, take two-way communication to shape the role of subordinates, subordinates work proposed mission, goals, support and motivate subordinates to complete, involved subordinates decisions and care subordinates , listen to their opinions, to promote the initiative among each other. Support behavior characteristics are threefold: First let go support, authorized subordinates independent take measures to solve the problem; the second is incentives encouraged to ask questions, the crux inspire subordinates conscious positive thinking of the problem, put forward their own solutions to problems; Third, communication and coordination, care subordinates, timely listen to their views and reached consensus on the issue, to achieve mutual support.