situational leadership®
overview of the situational leadership® model
Hersey's and Blanchard's classic Situational Leadership® model of management and leadership styles illustrates the ideal development of a team from immaturity (stage 1) through to maturity (stage 4) during which management an leadership style progressively develops from relatively detached task-directing (1), through the more managerially-involved stages of explanation (2) and participation (3), to the final stage of relatively detached delegation (4), at which time ideally the team is largely self-managing, and hopefully contains at least one potential management/leadership successor.
Hersey's and Blanchard's Situational Leadership® model
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The aim of the leader or manager is therefore to develop the team through the four stages, and then to move on to another role.
Ironically this outcome is feared by many managers. However, good organisations place an extremely high value on leaders and managers who can achieve this.
The model also illustrates four main leadership and management styles, which a good leader is able to switch between, depending on the sitution (ie., the team's maturity relating to a particular task, project or challenge.)
See also Bruce Tuckman's team development model, and the Tannenbaum and Schmidt Continuum.
Situational Leadership® is a trademark of the of the Centre for Leadership Studies, who represent the interests and products of Dr Paul Hersey.
Ken Blachard (who incidentally wrote 'The One Minute Manager' and developed Gung Ho!) went on to develop the Situational Leadership® system into what he called Situational Leadership II®, and which now covers a range of products marketed by his organization The Ken Blanchard Companies.
For information about Situational Leadership® products in the UK go to Management Learning Resources.
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