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Situational Leadership

Figure 8-4. Situational leadership theory. (Adapted with permission from Herseyand Blanchard, 1988.)... Figure 8-4. Situational leadership theory. (Adapted with permission from Herseyand Blanchard, 1988.)...
Two of these situational theories are the situational leadership theory and the contingency theory, in which the organizational environment is considered a major factor in leader effectiveness. The path-goal theory adds another extension to these situational theories — the concept of the leader as a coach and mentor. The concepts of mentoring and coaching are more fully discussed in Chapter 7. The concept of situational leadership as developed by Paul Hersey and Kenneth Blanchard helps participants identify their own leadership styles, understand the four preferred styles available to them, and matches leadership styles to the needs of their followers (see Bennis and Nanus, 1985). [Pg.58]

Leadership must address the safety issues (hazards) existing in the environment and risks that occur in working situations. Leadership must deal with management system inadequacies. [Pg.277]

Situational Leadership—Situational leadership is a tool that attempts to help the facilitator, the boss, or anyone else influence someone to complete a task successfully. There is a follower and a leader, and these roles may be reversed depending on the task. We start with an understanding of the needs of the follower. Does the follower want to complete the task Does the follower know how to complete the task ... [Pg.196]

The situational leadership leader grid is shown in Chart 7.12. Here we also see four quadrants, each with its classification of the individual. For S1 we have the directing/telling type of personality where the leader sets all the goals and solves all the problems. The leader controls the who, what, when, where, how, why, and how much of all decisions. This is a one-directional top down communication where the leader supervises all and evaluates everyone and everything. [Pg.197]

The purpose of the situational leadership questionnaire is to discover your leadership style in a variety of situations. It tests your ability to recognize situations, and it evaluates your leadership effectiveness. It also helps the facilitators to determine what types of management they are dealing with. It helps them to determine a strategy for moving the project forward. Go to Appendix 7-D to find one sample of the questionnaire. [Pg.198]

Situational leadership has survived the test of time and proven to be an effective means of training leaders within an organization. The system woiks by having the leader apply the proper style to the individual follower. It is easy to understand and apply. A concern of the system is that people don t always fit nicely into one of the categories. With practice, the leader can learn quickly how to adapt between behaviors. [Pg.55]

Leader behaviors are directive, supportive, participative, and achievement oriented. Directive leaders set clear standards of performance and make the process rules clear. Supportive leaders are approachable and show concern for the subordinates needs. Participative leaders invite subordinates to share in decision making. Achievement-oriented leaders challenge subordinates to perform work at the highest levels possible. As with situational leadership, the leader in path-goal theory will adapt his or her behavior to the needs of the subordinate (Northouse, 2006). [Pg.56]


See other pages where Situational Leadership is mentioned: [Pg.59]    [Pg.59]    [Pg.860]    [Pg.189]    [Pg.187]    [Pg.154]    [Pg.196]    [Pg.196]    [Pg.197]    [Pg.221]    [Pg.223]    [Pg.225]    [Pg.227]    [Pg.229]    [Pg.231]    [Pg.55]    [Pg.55]   
See also in sourсe #XX -- [ Pg.154 , Pg.196 , Pg.197 , Pg.221 , Pg.222 , Pg.223 , Pg.224 , Pg.225 , Pg.226 , Pg.227 , Pg.228 , Pg.229 , Pg.230 ]




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