Situational leadership theory

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). 

The leadership theories discussed in Chapter 8 were trait, behavioral (i.e., autocratic, democratic, and laissez-fare), situational or contingency-based, transactional, and transformational. The majority of these theories are transactional in nature however, transformational leadership is used more often to implement innovation and change within the profession and achievement of organizational goals (Bass, 1985). Building on Chapter 8, other leadership theories or styles used extensively in the health care industry are servant-leadership and strengths-based leadership. 

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). 

Waller DJ, Smith SR, WarnockJT. 1989. Situational theory of leadership. Am ] Hosp Pharm 46 2336. 

Emotional intelligence and leadership Daniel Goleman (1998) introduced the concept of emotional intelligence (El). This concept, while still controversial, merits some elucidation as it relates to leadership. Goleman and others describe El as the emotional needs, drives and true values of a person. El research is akin to the trait theory of leadership, in which the core elements of successful leaders are identified. Researchers have then taken these traits and identified leadership styles in which these traits are dominant, thus allowing a person to begin using particular traits in particular situations. 

For the benefits of an intervention process to generalize across situations and behaviors, participants need to do more than comply with the specifics of a mandate. They need to believe in the goals and the methods used to reach those goals. Theory and research indicate that a prime way to develop this personal commitment and ownership is to involve the participants in deciding goals and ways to attain them. Perceptions of choice and control conducive to personal conunitment, ownership, and involvement can be increased by applying the three support processes—leadership, commxmication, and recognition. 

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