Hersey-Blanchard Model DefinitionFounders Paul Hershey and Kenneth Blanchard have developed a model that links leadership styles and situations. This article explains the styles, effectiveness and interaction in a practical and recognizable manner. Being a leader is not always easy and leadership can be executed in different ways. Paul Hersey and Ken Blanchard indicate that a number of factors are decisive for the style of leadership. It is not just the personal characteristics of the leader that are decisive; those of his employees are too. In addition, the situation is determinative and the leadership style depends on this. The level of independence of the employee depends on a number of factors.
What Is Situational Leadership®? How Flexibility Leads to Success
The Hersey-Blanchard Model suggests that there is no single leadership style that is better than another. Instead of focusing on workplace factors, the model suggests leaders adjust their styles to the followers and their abilities. Under the model, successful leadership is both task-relevant and relationship-relevant. It is an adaptive, flexible style, whereby leaders are encouraged to consider their followers—individuals or a team—then consider the factors that affect the work environment before choosing how they will lead. This ensures they will meet their goals. Because the Hersey-Blanchard model depends on a leader's decision-making skills, it uses an individualistic rather than a group approach.
Situational Leadership Theory is really the short form for "Hersey-Blanchard Situational Leadership Theory" and draws major views from contingency thinking. As the name implies, leadership depends upon each individual situation, and no single leadership style can be considered the best. For Hershey and Blanchard, tasks are different and each type of task requires a different leadership style. A good leader will be able to adapt her or his leadership to the goals or objectives to be accomplished. Goal setting, capacity to assume responsibility, education, and experience are main factors that make a leader successful. Not only is the leadership style important for a successful leader-led situation but the ability or maturity of those being led is a critical factor, as well. Leadership techniques fall out of the leader pairing her or his leadership style to the maturity level of the group.
Dr. Paul Hersey (1931-2012)
What is Situational Leadership? Followers and Leaders. Adaptive Leadership. James Scouller Biography. I am grateful to James Scouller, an expert coach, thinker, and writer on leadership, for the contribution of most of the technical content on this article, and for the collaboration in editing it and presenting it here. Aside from what follows here, Scouller's expertise in leadership theory is evidenced particularly in his book " The Three Levels of Leadership ", which I commend to you. Its notable features are briefly that the model:.
Situational Leadership emerged as one of a related group of two-factor theories of leadership, many of which originated in research done at Ohio State University in the s. These two-factor theories hold that possibilities in leadership style are composed of combinations of two main variables: task behavior and relationship behavior. Various terms are used to describe these two concepts, such as initiating structure or direction for task behavior and consideration or socioemotional support for relationship behavior. The fundamental principle of the situational leadership model is that there is no single "best" style of leadership. Effective leadership is task-relevant, and the most successful leaders are those who adapt their leadership style to the performance readiness ability and willingness of the individual or group they are attempting to lead or influence.
This strategy encourages leaders to take stock of their team members, weigh the many variables in their workplace and choose the leadership style that best fits their goals and circumstances. It adapts to the existing work environment and the needs of the organization. Leaders must be able to move from one leadership style to another to meet the changing needs of an organization and its employees. These leaders must have the insight to understand when to change their management style and what leadership strategy fits each new paradigm. The second model is based on the work done by Blanchard and Hersey.