Topic(s): Situational Leadership Reviewthe attachment on Situational Leadership. Also see the Power point of the Situational Leadership Model that is included in your Week 5 menu. Use these documents...

Topic(s):

Situational Leadership

Reviewthe attachment on Situational Leadership. Also see the Power point of the Situational Leadership Model that is included in your Week 5 menu. Use these documents andresearch you conduct to supplement what you learned in your textbook about this subject.


Please organize your post as follows, including the boldface headings:
-Your Readiness- Describe a situation in which you were performing a specific task at work. Evaluate your “follower readiness/maturity” for the task. Were you R1, R2, R3, or R4? Explain your answer.
-Leadership Style- Now describe the style used by your manager to direct/support you in performing the task. Did he or she use S1, S2, S3, or S4 style to manage you? Explain your answer.
-Style Evaluation– Was this the appropriate style for your level of readiness for the task? Explain your answer. If this was not the appropriate style, what would you recommend and why?

Situational Leadership Summary


Contingency Theories of Leadership

Hersey and Blanchard matched four leadership styles to the “readiness” (also called “maturity” or “development”) levels of followers.They named four styles: S1 to S4.

• 
  S1: Directing (also called “Telling”)
  
  
  
  • TheS1 styleis used for anRIemployeewho is unable, but willing/motivated to perform a task. This employee exhibits low competence and high commitment.
  
  
  • This style utilizes ahigh task, low relationshipcombination of leader behaviors.
  
  
  • The style is characterized byone-way communicationin which the leader provides the what, how, why, when, and where to do the task.
  
  
  
  


• 
  S2: Coaching
  (also called “Selling”)
  
  
  
  • TheS2 styleis used for anR2 employeewho is neither fully able or willing/motivated to perform a task.
  
  
  • This employee exhibitslow to moderate competence and low commitment.
  
  
  • This style utilizes ahigh task, high relationshipcombination of leader behaviors.
  
  
  • The leader continues to provide direction and also usestwo-way communicationto provide the emotional support that will allow the individual to buy into the work.
  
  
  
  


• 
  S3: Supporting (also called “Participating”)
  
  
  
  • TheS3 styleis used for anR3 employeewho is able, but unwilling/unmotivated to perform a task (e.g., a burned out, experienced employee).
  
  
  • This employee exhibitsmoderate to high competence and variable commitment.
  
  
  • This style utilizes alow task, high relationshipcombination of leader behaviors.
  
  
  • This leader attempts to motivate the employee by involving him or her in shared decision making about aspects of how the task is accomplished.
  
  
  
  


• 
  S4: Delegating
  
  
  
  • TheS4 styleis used for anR4 employeewho is both able and willing/motivated to perform a task.
  
  
  • An R4 employee exhibitshigh competence and high commitment.
  
  
  • This style utilizes alow task, low relationshipcombination of leader behaviors.
  
  
  • The leader delegates work process decisions and responsibility for outcomes to the individual and generally stays out of the employee’s way unless the employee asks for assistance.