Collective Knowledge about Situational Leadership

Your Group's Assignment:  When you have completed your reading and web search, collectively respond to the questions below in preparation to "teach" your concept with your original "home group."

Using This Wiki

1. Select a recorder.
2. Recorder will enter in the space below the group's collective knowledge in each category. While the recorder is entering text into the wiki, group members stand behind, providing input!
3. To add text, click on the "Edit Page" button at the top left. You will be prompted to enter a password. The password is the name of our program. You will also be asked to enter your name so we can know who edited the page.
4. After you have logged in with a password and your first name, insert your cursor where you want to begin typing, and begin!
5. Don't forget to click the "Save" button at the bottom of your screen occasionally!

NOTE: Feel free to delete these instructions once you have read them!

Define the Theory

 Situational  leadership  presumes that different leadership styles are better in different situations, and that leaders must be flexible enough to adapt their style to the situation they are in. A good situational leader is one who can quickly change leadership styles as the situation changes.  

Leadership styles

Blanchard and Hersey characterized leadership style in terms of the amount of direction and support that the leader provides to their followers. They categorized all leadership styles into four behavior types, which they named S1 to S4:

• S1: Directing/Telling Leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way.

• S2: Coaching/Selling Leaders still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way.

• S3: Supporting/Participating Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower.

• S4: Delegating Leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved.

Of these, no one style is considered optimal or desired for all leaders to possess. Effective leaders need to be flexible, and must adapt themselves according to the situation. However, each leader tends to have a natural style, and in applying situational leadership he must know his intrinsic style.

http://en.wikipedia.org/wiki/Situational_leadership_theory

What are the outcomes?  When might this leadership style be used?

 In situational leadership, the follower determines the appropriate leader behavior. Situational leadership attempts to improve the odds that managers will be able to become effective and successful leaders.

 A leader's effectiveness depends on the person's or group's readiness level. In the expanded situational leadership model, the

leader diagnoses the level of readiness, adapts the appropriate high- probability leadership style, and communicates the style to

influence behavior effectively.

The leader helps the follower grow in readiness by adjusting leadership behavior through the four styles along the leadership curve. The leader accomplishes this growth in readiness by reinforcing successive approximations of the desired behavior.

The style is appropriate only as far as the followers are productive. Change may occur in the maturity level of the follower, new technology may be introduced in the organization, or a structural change may occur requiring the leader to move backward on the curve to provide the appropriate level of support and direction.

 http://www.au.af.mil/au/awc/awcgate/milreview/yeakey.htm

http://en.wikipedia.org/wiki/Situational_leadership_theory

 Just trying to begin using this technology. 

What are the critical skills an administrator would need to be able to demonstrate this leadership style?

The leader makes several decisions in determining the appropriate leadership style. The first is the objective and the individual or group activities that the leader wants to influence. The next is determining the group's readiness level, followed by determining the appropriate leadership style. The leader then assesses results and reassesses the accomplishment of objectives and determines if further leadership is indicated. If there is a gap between expected performance and actual performance, then additional leadership interventions are in order and the cycle is repeated. Tasks, readiness, and results are dynamic, and leadership is a fulltime job.

http://www.au.af.mil/au/awc/awcgate/milreview/yeakey.htm

http://en.wikipedia.org/wiki/Situational_leadership_theory