Situational Approach & Path Goal Theory of Leadership

Situational Approach to Leadership

Abstract

Situational theory is part of group of theories known as contingency theories of leadership. Generally speaking, contingency theories of leadership hold that a leader's effectiveness is related to the leader's traits or behaviors in relation to differing situational factors. According to situational leadership theory, a leader's effectiveness is contingent on his ability to modify his management behavior to the level of his subordinates' maturity or sophistication. [1][2]

History

Situational approach to leadership, which was developed by Hersey and Blanchard (1969) based on Reddin’s (1967) 3-D management style theory. The situational approach has been refined and revised several times. [2]

The Four Styles of Leader Behavior

Style 1 (S1 or Directing): High task/low relationship. This leader uses above-average amounts of task behavior and below-average amounts of relationship behavior. Style 2 (S2 or Coaching): High task/high relationship. This leader uses greater-than-average amounts of both task and relationship behaviors. Style 3 (S3 or Supporting): High relationship/low task. This leader exhibits greater-than-average amounts of relationship behavior and below-average amounts of task behavior. Style 4 (S4 or Delegating): Low relationship/low task. This leader uses below-average amounts of both relationship and task behaviors. Effective leaders are those who can recognize what employees need and then adapt their own style to meet those needs.

Development levels

Another way to look at your subordinates’ “follower styles” is to assess subordinates according to the different levels of development they demonstrate. While not an original component of the Hersey, Blanchard, and Johnson situational leadership model, this system describes four levels of follower development based on follower attributes. The four types of development include enthusiastic beginner, disillusioned learner, reluctant contributor,...