LEADERSHIP THEORIES

Leadership Theories Comparison

Leadership Theories

Article 1:

Hersey, P., & Blanchard, K., & Johnson,D. (1996). Management of organizational behavior. Upper Saddle stream, NJ: Prentice Hall.

In this article the author Hersey-Blanchard Situational Leadership theory is based on the amount of direction (task behavior) and amount of socio-emotional support (relationship behavior) a leader must provide given the situation and the "level of maturity" of the followers. Tinquire behavior is the extent to which the leader engages in spelling out the obligations and responsibilities to an individual or group. This demeanor encompasses telling people what to do, how to do it, when to do it, where to do it, and who's to do it. In task demeanor the foremost engages in one-way communication. Relationship demeanor is the span to which the leader engages in two-way or multi-way communications. This encompasses hearing, facilitating, and supportive behaviors. In connection behavior the foremost enlists in two-way connection by supplying socio-emotional support. Maturity is the enthusiasm and proficiency of a individual to take responsibility for directing his or her own behavior. People are inclined to have varying qualifications of maturity, counting on the exact task, function, or objective that a foremost is attempting to complete through their efforts.

In this article Hersey and Blanchard developed a Situation Leadership theory based on the idea that leaders need to alter their behaviors depending on one major situational factor the readiness of followers. It focuses on two behaviors; Task Behavior; the leader's tendency to spell out duties and responsibilities of the group, and Relationship Behaviors, how much the leader uses two-way or multi-way communications, including listening, facilitating and supportive behaviors.

This theory has been based on the idea that leaders need to alter their behaviors depending on situation being the readiness of the follower. The theory focuses on two behaviors being Task Behavior and Relationship Behavior. To make these behaviors effective we look at the follower's readiness and the ability to accomplish a task. The two behaviors face different obstacles at times, so the four leadership styles, telling, selling, participating and delegating are used to make sense of the leadership style that has been used to accomplish a task.

S1: The "telling style" directing (high task-low relationship). The foremost defines roles and notifies persons what, how, when, and where to do diverse tasks. It is appropriate when the constituents are new or inexperienced, and need a lot of help, main heading, and encouragement to get the job done.

In directing you will be instructing people how to do tasks, supervising their performance, making decisions and problem solving. This is appropriate for persons who are new to a task, or who are weak performers, or if you are in the middle of a urgent situation and do not have time to confer with them. However, don't use this style in every esteem; otherwise, you will be advised a micromanager. A micromanager is someone who is scared of his or her own shadow. These persons seem that they should look over everyone's shoulders constantly to see that ...