coaching, or explaining, (3)participating, facilitating, or collaborating, (4) delegating, empowering, or monitoring (Situational.com, n.d.). Two Strengths and Two Limitations of Situational Leadership

COLLAPSE

Situational Leadership

Situational leadership is the style of management to suit the requirements of the organization. The key point of situational leadership is flexibility. The difference between situational leadership and the other leadership styles is that situational leadership includes many different techniques. Depending on the organization, the style of choice for situational leadership may be varied. The characteristics of situational leadership include insight, flexibility, trust, problem-solving, and coaching (Online.stu.edu., 2019). There are four leaderships of situational leadership; (1) telling, directing, or guiding, (2) selling, coaching, or explaining, (3)participating, facilitating, or collaborating, (4) delegating, empowering, or monitoring (Situational.com, n.d.).

Two Strengths and Two Limitations of Situational Leadership

There are some strengths as well as some weaknesses of situational leadership. One of the advantages is that it is very easy to use. The leader just knows when he or she has the right style. Another advantage is that the intuitive appeal. This style is comfortable with the right type of leader. One of the limitations is that it ignores the differences between female and male managers. Another limitation is that the situational leaders can divert attention away from long-term strategies and politics (Online.stu.edu., 2019).

Selected Leader and the Situation

I personally prefer the selling, coaching, or explaining style. In this style, the leader still maintains decision rights in regards to what the follower needs to be doing, how they should be doing, when it needs to be completed, why the task is important, and where it fits into operation. In this style, the leader promotes the interest, commitment, and enthusiasm of the followers for learning and gaining task experience. It works well when the followers have limited experience performing the tasks (Situational.com, n.d.).

Leadership Effectiveness based on the Hersey and Blanchard Model

Hersey and Blanchard describes the dimensions of leader behavior as autocratic and democratic, authoritarian and equalitarian, employee and production-oriented, goal achievement and group maintenance, task ability, and likability, instrumental and expressive, and efficiency/ effectiveness. They describe that responding to followers’ needs is the surest way to achieve effectiveness and success. If a model provides a better understanding of the people you work with and allows the communications to be improved, that model is considered a great leadership model. If the version of the model makes you be follow-driven, that model is an effective leadership model. The effectiveness depends on the leader, the followers, and situational elements. Leaders must be able to determine their own behavior that fits their environment. The variables of include organization, superiors, associates, and job demands of the leaders (Blanchard & Hersey, 1996).

References

Blanchard, K. H., & Hersey, P. (1996). Great ideas revisited. Training & Development, 50(1), 42.

Online.stu.edu. (2019, August 18). What Is Situational Leadership®? How Flexibility Leads to Success. St. Thomas University. https://online.stu.edu/articles/education/what-is-situational-leadership.aspx

Situational.com. (n.d.). The Four Leadership Styles of Situational Leadership. The Centers for Leadership Studies. Retrieved April 6, 2021, from https://situational.com/blog/the-four-leadership-styles-of-situational-leadership/

2 days ago

Nyoka Rogers
RE: Discussion – Week 6
COLLAPSE
Introduction
According to Blanchard and Hersey (1996), situational leadership is a concept that was developed through the emphasis of behaviors that highlight tasks and relationships. In addition, the research defined that as situational leadership as evolved, it includes four quadrants which are telling or directing, persuading or coaching, participating or supporting, and delegating (The Centers for Leadership Studies, n.d.). Situational leadership spends more time developing tasks and activities that produce change and improvement (Blanchard & Hersey, 1996). Through evolvement of the concept, it focuses not so much on leadership but meeting the needs of those who are followers (Blanchard & Hersey, 1996).
Description of two strengths and two limitations of situational approaches to leadership
With the concept of situational leadership comes strengths and weaknesses. One strength of the situational approaches is well known and frequently used for training leaders (Northouse, 2007). The second strength of the situational approach is that it is a practical approach that is easy to understand and apply across a variety of settings (Northouse, 2007). Research shows that situational leadership has a few limitations. One limitation is that the approach does not have a strong body of research findings to justify the assumptions and propositions set forth by the approach (Northouse, 2007). The second limitation is that the model does not address how demographic characteristics affect employees’ preferences for leadership (Northouse, 2007).
Briefly describe the leader and situation you selected.
The leader that I have selected is Rochelle P. Walensky. She is the 19th Director of the Center for Disease Control and Prevention and the ninth administrator of the Agency for Toxic Substances and Disease. The situation I selected is the situation with Coronavirus. Since being the elect for the Biden Presidency, Walensky has spent time utilizing her leadership communicating the importance of citizen participation in the education, vaccination, and prevention of COVID-19. She highlights the strengths and weaknesses as well as uses her leadership to be transparent on what is going on in connection with the virus and the CDC.
Evaluate the leader’s response and leadership effectiveness based on the Hersey and Blanchard model.
Walensky demonstrates leadership effectiveness based on the Hersey and Blanchard Model of situational leadership. She focuses on developing specific tasks through delegation, supporting, and directing stakeholders on COVID-19 and is consistent with the guidelines with the CDC. The focus of her leadership is direct behavior and is dedicated to training leaders on knowledge and prevention of the virus.
References
Blanchard, K. H., & Hersey, P. (1996). Great ideas revisited. Training & Development, 50(1), 42. Retrieved from Walden Library Database.
Northouse, P. G. (2007). Leadership: Theory and Practice. 4th ed. Thousand Oaks, CA: Sage Publications.
The Center for Leadership Studies (n.d.). The Four Leadership Styles of Situational Leadership. Retrieved April 6, 2021, from https://situational.com/blog/the-four-leadership-s…

2 days agoIsaac YAH
RE: Discussion – Week 6
COLLAPSE
Isaac Yah
Week6 Discussion: Adapting to Change-Situational Leadership
Nahavandi (2014) indicated that for a leader to be effective, there must be a match between the person and the situation. Fernando, Cho, and Perry (2010) identified the attributes of the person as skills, abilities, personalities and the situations to be favorable public opinion, political support and public demand. The leadership situations identified by Nahavandi (2014) are the relationship between the leader and followers, the amount of structure of the task and the position power of the leader. After many research studies to identify what makes effective leadership. Five situational leadership concepts were integrated to include task-oriented; relation-oriented; change-oriented, diversity-oriented; and integrated-oriented leaderships (Fernando et al. (2010).
Two Strengths and Limitations of Situational Approach to Leadership
One situational leadership approach is the relation-oriented behavior that exhibits concern for the welfare of subordinates and seeks good interpersonal relation among team members (Fernando et al., 2014). The limitations are that the leader must adopt changing behavior to meet individual needs of members or the situations which may be conceived as signs of weakness by other team members and to others. Other team members may also conceive the adaptations as not treating everyone fairly, unstable or giving preferential treatments. The Strengths are that when leaders adapt leadership style, whether task-oriented or relation-oriented, tasks get done. Work satisfaction or compliance are the other strengths of situational leadership (Fernando et al., 2014).
Leadership and Situation Selected and Effectiveness
The leadership of interest is the relation-oriented leadership. This leadership behavior treats subordinates as equal, shows concern for their well-being, appreciating their work and providing opportunities for personal growth and involving them in decision-making (Fernando et al., 2014). This leadership behavior (relation-oriented leadership) represent leadership I had a year ago that is different from my current leadership which is task-oriented Fsernando et al., 2014). Hersey and Blanchard (1996) redefined and condensed theirs and various models of leadership from life cycle to situational leadership that entails four steps in leadership approach: telling and directing; persuading and coaching; participating and supporting; and delegating. These concepts embody most contemporary leadership approaches. The leader selected embodied the elements of situational leadership that created cohesion, maximum productivities, discussion and overall job satisfaction and not being delivered pre-packed tasks as with task-oriented leadership Fernando et al., 2014).
References
Blanchard, K. H., & Hersey, P. (1996). Great ideas revisited. Training and Development, 50(1), 42-48. (This is a seminal article in the field that will serve as a foundation for additional resources).
Fernando, S., Cho, Y. J., & Perry, J. L. (2010). Exploring the link between integrated leadership and public sector performance. The Leadership Quarterly Volume 21, Issue 2, April 2010, Pages 308-323. https://doi.org/10.1016/leaqua.2010.0q1.009
Nahavandi, A. (2014). The art and science of leadership (7th ed.). Upper Saddle River, NJ: Pearson.