Leadership Theories & Models

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Leadership Theories and Models
Situational Leadership
When discussing situational leadership the best action of the leader varies and relies upon a range of situations. Situational leadership doesn’t just fall into one learning style. There are many factors that affect situational decisions two are motivation and capability of the followers which is determined by the particular situation. Many believe that the perception of the leader and the follower will have an effect on what they do instead of the reality of the situation. Yukl (1989) combines a few other approaches and identifies six variables. These six variables are subordinate effort which is the motivation and actual effort expended, subordinate ability and role clarity which followers knowing what to do and how to do it, organization of the work: which means the structure of the work and utilization of resources, cooperation and cohesiveness of the group in working together, resources and support which is the availability of tools, materials, people, etc., and external coordination which is the need to collaborate with other groups.
According to Hersey and Kenneth Blanchard leaders should adapt their style to follower development style according to how ready and willing the follower is to perform required tasks. There are four leadership behaviors that match the leadership readiness levels. The four leadership behaviors are S1: Telling Follower: R1: unable and unwilling or insecure. When the follower is unable and unwilling, the leader takes the directive role, telling he/she what to do but without a regard for the relationship. The leader provides a working structure for both the job and in terms of how the person is controlled. The leader has to first find out why the person is not motivated and if there are any limitations. S2: Selling follower: R2: unable but willing or motivated. This is when…...

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