Management - Vikhansky OS

3.3. Model of situational leadership and Herseya Blanchard

This model, as well as other concepts of situational leadership, does not involve the search of the only true way to achieve effective leadership. Instead, it focuses on situational leadership effectiveness [7]. One of the key factors of the situational model is called the maturity of followers, which is determined by the degree that people have ability and willingness to perform the task leader. Maturity involves two components. The first component - a professional - is the knowledge, skills, experience and abilities in general. High levels of this component is that the sequence does not need directives and guidelines. The second component - psychological maturity - the wish to perform the work or motivation of the employee. High levels of this component of the followers of the leader does not require much effort on the encouragement of the first to go, as they are already internally to motivate.

The authors model four stages of maturity were allocated followers:

Ml. People are not able and not willing to work. They are either incompetent or unsure of themselves.

M2. People are not able to, but want to work. They have the motivation, but no skills.

Ministry of Health. Users are able, but not willing to work. They are not attracted by the fact that the head of the offer.

M4. People are able and willing to do something that offers them the leader.

Depending on the degree of maturity of the followers of the leader should adjust their activities related to the establishment of relations with subordinates and for the structuring of the work itself. Thus, the model is based on the definition of a leader appropriate levels for the current situation of behavior in relationships (support of followers) and for conduct relating to the (policy).

The behavior in the relations connected with the need for the leader to listen more to the slave, to support them, encourage them, and to involve in the management.

Behavior related to the demands from the leader of the explanatory work with followers about what and how they should do in order to complete the task before them. The leaders focused on this behavior, structured, monitored and closely watching how the slave work. The combination of these two types of leadership behavior allowed in the frames of the model to distinguish four basic leadership styles, each of which corresponds to a certain extent, most followers of maturity: pointing, urging participating, delegating (figure 11.13.).

Pointing style (S1) is the best in the case of low maturity of followers. The leader has to be highly prescriptive and thorough care for employees, thereby helping people who are not able and not willing to take responsibility for the work, to eliminate the uncertainty that the work will be completed.

Persuasive style (S2) is the best for use in moderately low maturity followers implementing equally prescriptive and support to those who can not, but want to work. Head of using this style, helping them through the explanations and gives them the confidence to perform tasks.

Participating Style (S3) is the best at moderately high maturity of followers. Able to work, but do not want to implement it, subordinates require partnership on the part of the leader, to be more motivated to do the work. By providing these people the opportunity to participate in decision-making at that level, leaders use the style to cause followers desire to perform the task.

Delegating style (S4) is the best to guide vysokozrelymi followers. The style is characterized by low policy and support workers. This allows followers, able and willing to work, to take on the most responsibility for the job. This leadership style promotes creative approach to work.

Fig. 11.13 reflected the above-mentioned components of the model. The model demonstrates that in the maturing followers leader responds by reducing the level of their behavior. So, in quadrant S1 followers need to be clear and specific directives leader. In quadrant S2 to this is added the active support of the independence leader and the followers of the initiative. High directivity in this situation compensates still lack the ability to do the work of followers at the required level. Active support prepares the followers accept or, as the authors of the model can be expressed, to "buy" solutions leader.

Model of situational leadership and Herseya Blanchard

Fig. 11.13. Model of situational leadership and Herseya Blanchard

In quadrant S3 followers already have sufficient abilities and often proyavlyut desire to take on the part of the leadership responsibility. Therefore, the leader must in this situation, pay more attention to motivate followers. This helps to support the use of style, non-directive and involvement in management. Finally, S4 quadrant minimizes both types of leader behavior by increasing the delegation of its powers followers. This is possible because the followers are capable of largely independently solve problems and work at the same time showing a high desire to assuming leadership of the responsibility. The lower left quadrant of the S4 point figuratively means a situation government.

This model corresponds with a number of recognized managerial and behavioral concepts (Fig. 11.14). For example, in the managerial grid Blake and Mouton leader styles are as follows according to the model under consideration: 9,1 = S1; 9,9 = S2; 1,9 = S3; 1,1 = S4. However, in contrast to the grid management in situational leadership model Herseya and Blanchard is not notified about the only true one for all situations style. Another feature of the model is that it moves the emphasis in the description of styles with the location of the leader with respect to employees and work on self leadership behaviors.

leadership styles

The theory of "V Theory" X "

The theory of "X" and the theory of "Y" Douglas MakGregooa

Requirements Requirements lower

High-level level

Maslow's hierarchy of needs

Motivators "Hygiene" factors

Two-factor model of motivation Herzberg

Need for Power Consumption Demand

of in the pre-socialist in

stizhenii eatsii

Motivational concept McClelland achievements

4 3 2 1

Control systems 1, 2, 3 and 4 P Likeota

The winning Proigrysh- the winning Nevyigrysh-

Vyigoysh Winning Pooigoysh Nevyignysh

Styles of conflict resolution

Personality based on official basis

government authorities

Fundamentals of power in the organization

Actually Samou- Regulation

board of management

Types of administrative interaction Vikanskogo

Need for Need for

stability changes

Evolutionary organization's needs

"Tilings Changes" Defrost "

Rozka "

The phases of organizational changes to Levin

The resistance change in the balance of forces

more of the stronger

resistance to change

The forces of change and resistance

Fig. 11.14. Korrespondirovanie situational leadership styles and other managerial and behavioral concepts

It is noted that the managers have shown great interest in this model due to its relative simplicity and the flexibility to choose the right style according to the degree of maturity of followers. However, the model generates a series of questions. In particular, it does not explain what to do if the maturity of followers is very different. Nor is it clear whether there is enough to have only one situational factor maturity followers to fully determine the nature of the situation, or all leaders can promptly change the style according to the situation.