Leadership Theories (The Situational Approach )

The Situational Approach 
The Situational approach concentrates on the importance of the situation in the study of leadership.  A variety of people with differing personalities and from different backgrounds have emerged as effective leaders in different situations. The person who becomes the leader of the work group is thought to be the person who knows best what to do and is seen by the group as the most suitable leader in the particular situation.  The theory emphasizing the importance of the situation for managerial leadership was developed by Mary Parker Follett. 


According to Mary P Follett situational leadership involves 
●Depersonalization the giving of orders 
●Unite all concerned in a study of the situation 
●Discover the law of the situation and obey that 
●One person should not give orders to another person but both should agree to take their orders from the situation 

Paul Hersey and Kenneth H. Blanchard 
●Leadership is based on the "readiness" level of the people the leader is attempting to influence.  Readiness is the extent to which followers have the ability and willingness to accomplish a specific task. 

●Readiness (R) is divided into a continuum of four levels

●R1:Low follower readiness -It refers to followers who are both unable and unwilling and who lack commitment and motivation or who are insecure.

●R2:Low to moderate follower readiness -It refers to followers who are unable but willing and who lack ability but are motivated to make an effort; or who are unable but confident. 

●R3:Moderate to high follower readiness -It refers to followers who are able but unwilling and who are have the ability to perform but are unwilling to apply their ability ;or who are able but insecure. 

●R4:High follower readiness -It refers to followers who are both able and willing and who have the ability and commitment to perform; or who are confident. 


For each of the four levels of Maturity the appropriate style of leadership is a combination of task behaviour and relationship behaviour. 


●Task behaviour :It is the extent to which the leader provides directions for the actions of followers sets goals for them and defines their roles and how to undertake them.

●Relationship behaviour :It is the extent to which the leader engages in two -way communication with followers listens to them and provides support and encouragement. 


From the combination of task behavior and relationship behavior are derived four leadership styles:
●S 1: Telling : It emphasises high amounts of guidance but limited supportive behavior. Most appropriate for low follower readiness. 

●S 2:Selling :It emphasises high amounts of both directive and relationship behavior.  Most appropriate for low to moderate follower readiness. 

●S 3:Participating :It emphasises a high amount of two -way communication and supportive behavior but low amounts of guidance . Most appropriate for moderate to high follower readiness. 

●S 4:Delegating: It emphasises little direction or support with low levels of both task and relationship behavior . Most appropriate for high follower readiness. 





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