The situational leadership model : This model has evolved over t’ ‘Hersey and Blanchard (1977) first prescribed its essential elements. Situational leadership theory is based on the amount of direction (task behaviour) and the amount of socio-emotional support (relationship behaviour) that a leader must provide given the situation and the level of maturity of the followers.
Task behaviour is defined as the extent to which the leader engages in spelling out the duties and responsibilities to an individual or a group. This behaviour includes telling people what to do, how to do it, when to do it, where to do it, and who should do it. In task behaviour, the leader engages in one-way communication. Relationship behaviour is defined as the extent to which the leader engages in two-way or multi-way communication. This includes listening, encouraging, sympathizing, facilitating, clarifying, explaining the importance of the task. While developing relationship behaviour, the leader engages the follower in two-way communication to provide socio-emotional support.
The four leadership styles are telling, selling, participating, and delegating.
- Telling : This style reflects high task and low relationship behaviour (S1).The leader provides clear instructions and specific direction. Telling style is best matched with a low follower readiness level.
- Selling : This style reflects high task and high relationship behaviour (S2). The leader encourages two-way communication and helps build confidence and motivation on the part of the employee, although the leader still has responsibility and controls decision-making. Selling style is best matched with a moderate follower readiness level.
- Participating : This style reflects high relationship and low task behaviour (S3). With this style, the leader and the followers share decision-making and no longer need or expect the relationship to be directive. Participating style is best matched with a moderate follower readliness level.
- Delegating : This style reflects low relationship and low task behaviour (S4). Delegating style is appropriate for leaders whose followers are ready to accomplish a particular task and are both competent and motivated to take full responsibility. This style is best matched with a high follower readiness level.
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