BSAD 560 - Leadership as
a Calling
Week 1 – Trait Approach
Your Program at a Glance
Leadership as a Calling –
Orientation and Topic Selection
Each course = thesis chapter
Communication with ASC
Use of the library resources
APA 6th edition
Reference repository
Amenities
OASIS
Hourly breaks
Sporting events
Fine Arts
Syllabus
Expectations
Assignments
Outcomes
Course Materials
Grading Scale
Weekly Schedule
Class Exercise
Lecture
“The first thing you people
need to know about
leadership is that most of
you simply don’t have it in
you.”
- Bob Knight
Trait Theory
Scholars tell us that Coach Knight
is wrong.
Leadership can be learned…but
what do you think?
What are some common traits in
history’s great leaders
(communication skills, vision,
charisma, ethics)?
First Impressions
First Impressions
First Impressions
First Impressions
First Impressions
First Impressions
First Impressions
First Impressions
Big Five Leadership Traits
Extroversion
Conscientiousness
Openness to experience
Neuroticism
Agreeableness
Extroversion
“Extroversion is defined as
the quality of being
outgoing and directing
attention to things other
than yourself. When a
person likes going out all
the time and being the
center of attention, this is
an example of
extroversion.”
Conscientiousness
“A person scoring high in conscientiousness
usually has a high level of self-discipline.
These individuals prefer to follow a plan,
rather than act spontaneously. Their
methodic planning and perseverance
usually makes them highly successful in their
chosen occupation.”
Openness to experience
“A person with a high level of
openness to experience will often
enjoy venturing beyond his or her
comfort zone. They seek out new,
unconventional and unfamiliar
experiences, travelling to new
destinations, embracing different
cultures and practices.”
Neuroticism
“A neurotic personality is
characterized by persistent,
often disproportionate,
worrying and anxiety. A
person may strive to be a
perfectionist during their
everyday activities, and
experience stress as a result of
events that are beyond their
control.”
Agreeableness
“A person with a high level
of agreeableness in a
personality test is usually
warm, friendly, and tactful.
They generally have an
optimistic view of human
nature and get along well
with others. A person who
scores low on
agreeableness may put
their own interests above
those of others. They tend to
be distant, unfriendly, and
uncooperative.”
To-do list!
Discussion forum – online only
Topic Assignment
Peregrine assessment – punt
until Week 2.
Read articles from Weeks 1
and 2.
BSAD 560 - Leadership as
a Calling
Week 2 – Skills Approach
Week 2 Agenda (approximately)
6:00PM – Getting Settled and Week
1 Rewind
6:30PM – Library Services Tutorial
7:00PM - Break
7:15PM – Group Activity
7:45PM – International Leadership
8:15PM - Break
8:30PM – Skill Theory of Leadership
9:15PM – Break
9:30PM – Next Week Preview
10:00PM – Adjurn
Week 1 Rewind
Leadership Traits – Nature versus Nurture
Topic Selection Assignment
Collaborative Assignments
Onsite/SEL
Online
Grading Process
Big 5 Leadership Traits - Extroversion,
Conscientiousness, Openness to
experience, Neuroticism, Agreeableness
French & Raven (1959, 1964) – Power
Bases - Legitimate, Reward, Expert,
Referent, Coercive, Informational
Library Services Tutorial
Class Exercise
Lecture
G7 Summit – 45th Installment
PURPOSE – “The G7 Summit is the annual meeting of the Group of Seven
leaders. It's hosted by the G7 president for that year. The summit doesn't
have any legal or political authority. But when these seven world leaders
agree on something, it has the power to shift the direction of global
economic growth (KIMBERLY AMADEO).
In March 2014, the G7 declared that a meaningful discussion was currently
not possible with Russia in the context of the G8. Since then, meetings have
continued within the G7 process.
G7 Summit – Attendees
• Are there any countries that you feel are not
represented and should be? Vice versa?
G7 Summit – Themes
Expected topics include global trade, climate change, and taxing technology
companies.
European Council President Donald Tusk said leaders at the summit should discuss the Iran
nuclear deal, which was at risk due to the U.S. government's decision to pull out.
On August 23, President Emmanuel Macron urged the G7 to lead the summit discussions
with the 2019 Amazon wildfires, which he described as an "international crisis". He said,
"Our house is burning. Literally.", adding that the Amazon rainforest produces "20% of the
world's oxygen.“
U.S. President Donald Trump offered to take the position of the Brazilian government to the
meeting and said that the U.S. government doesn't agree to discuss the issue without
Brazil's presence.
The United Kingdom, Italy, Japan, Spain and Chile also support Brazil. During the meeting
there were obviously sharp differences among the participants.
G7 Summit – Themes
What themes are missing (specifically in international finance)?
Some say the “burning rainforest theme” is overblown due to “hipster sentiment.” Do you
agree with this? Are there any significant international finance implications associated
with this topic?
How do you feel about President Trump’s offer to represent Brazil? Is this a genuine offer of
goodwill or is it “empire building?”
Why does the G7 exist since we have other organizations like the United Nations?
What decisions do you feel will be made? Will these decisions be useful or watered down?
Skills Theory
“While the trait approach focuses
on the traits possessed by leaders,
the skills approach places the
emphasis on skills and abilities
that can be learned and
developed (Northouse, 2016, p.
43). The skills approach suggests
that knowledge and abilities are
needed for effective leadership
and identifies three basic
administrative skills: technical,
human, and conceptual
(Northouse, 2016, p. 43)”.
Skills Based Theory of Leadership – Human Skills
Human Skills – Communication and
attention to relationships with others
in an organization.
“Understanding behavior, group
dynamics, motives, attitudes, and
feelings of that individual are the
main characteristics of good
human skills. To achieve goals in an
organization, one must know how
to adapt to their peers, supervisors,
as well as subordinates (Guerrer &
Rowe, 2013)”.
Emotional intelligence refers to the
ability to identify and manage
one’s own emotions, as well as the
emotions of others.
Adopted From Skills Theory Of Leadership By Mhykeah Baez
Skills Based Theory of Leadership – Technical Skills
Technical skills - based off one’s
knowledge in a specific area of
work. In order to have technical
skills an individual must be
competent and knowledgeable in
an activity specified for the
organization.
There are different levels of
proficiency used in an organization
such as supervisory levels of
management, middle managers,
and top managers.
French & Raven (1959) – Expert
Power
Adopted From Skills Theory Of Leadership By Mhykeah Baez
Skills Based Theory of Leadership – Conceptual Skills
“Conceptual skills are based upon
an individual thinking through and
working with ideas in an
organization. For conceptual skills to
be effective, a leader must know
how to express his or her ideas in a
verbal or written form; as well as
expressing the economic principles
in an organization. Leaders that
develop these skills are comfortable
with asking hypothetical questions
such as “what if”, and working with
abstract ideas (Guerrer & Rowe,
2013)”.
What if neither the solution nor the
problem is apparent?
Adopted From Skills Theory Of Leadership By Mhykeah Baez
To-do list!
Discussion forum – online only
Peregrine Assessment
Start gathering sources for
TOPIC + LEADERSHIP
Read articles for Week 3
BSAD 560 – LEADERSHIP AS A
CALLING
WEEK 3 – BEHAVIORAL APPROACH
OHIO STATE LEADERSHIP STUDIES
• OHIO STATE LEADERSHIP STUDIES WAS SERIES OF STUDIES ON LEADERSHIP PERFORMED IN 1945
TO IDENTIFY OBSERVABLE BEHAVIORS OF LEADERS INSTEAD OF FOCUSING ON THEIR
INDIVIDUAL TRAITS.
• THEY FOUND TWO CRITICAL CHARACTERISTICS OF LEADERSHIP EITHER OF WHICH COULD BE
HIGH OR LOW OR INDEPENDENT OF ONE ANOTHER. THE RESEARCH WAS BASED ON
QUESTIONNAIRES TO LEADERS AND SUBORDINATES OF THE ORGANIZATIONS.
Retrieved at iedunote.com
OHIO STATE LEADERSHIP STUDIES
• INITIATING STRUCTURE BEHAVIOR: THE
BEHAVIOR OF LEADERS WHO DEFINE THE
LEADER-SUBORDINATE ROLE SO THAT
EVERYONE KNOWS WHAT IS EXPECTED,
ESTABLISH FORMAL LINES OF
COMMUNICATION, AND DETERMINE HOW
TASKS WILL BE PERFORMED.
Retrieved at iedunote.com
• CONSIDERATION BEHAVIOR: THE BEHAVIOR
OF LEADERS WHO ARE CONCERNED FOR
SUBORDINATES AND ATTEMPT TO ESTABLISH
A WARM, FRIENDLY, AND SUPPORTIVE
CLIMATE.
OHIO STATE LEADERSHIP STUDIES
• WHEREAS EACH DIMENSION IS DIFFERENT,
THEY ARE NOT MUTUALLY EXCLUSIVE.
• LEADERS CAN HAVE HIGH, LOW, OR
INTERMEDIATE LEVEL OF EACH DIMENSION.
• WHAT WOULD WE EXPECT FOR GREAT
LEADERS? WHAT WOULD WE EXPECT FOR
POOR LEADERS?
This Photo by Unknown Author is licensed under CC BY-SA
Consideration
OHIO STATE LEADERSHIP STUDIES
High Consideration
and High Structure
Low Consideration
and Low Structure
Low Consideration and
Low Structure
Structure
High Consideration
and Low Structure
CREATING AN OUTLINE
CREATING AN
OUTLINE
• HELPS STRUCTURE THOUGHT
• GOAL SHOULD BE TO CREATE
“A PATH” FROM
INTRODUCTION TO
CONCLUSION
• KEEP PAPER LENGTH IN MIND
• HELPS CREATE “BUCKETS” FOR
SOURCE MATERIAL
• 3 LEVEL MINIMUM
• 20 MINUTES OR SO
This Photo by Unknown Author is licensed under CC BY-SA-NC
UNIVERSITY OF MICHIGAN LEADERSHIP STUDIES
• THE UNIVERSITY OF MICHIGAN LEADERSHIP STUDIES IS A BEHAVIORAL LEADERSHIP THEORY
CONDUCTED TO IDENTIFY STYLES OF LEADER BEHAVIOR THAT RESULTS IN HIGHER
PERFORMANCE AND SATISFACTION OF A GROUP.
• THESE STUDIES FOUND TWO DISTINCT STYLES OF LEADERSHIP – JOB-CENTERED LEADERSHIP
AND EMPLOYEE-CENTERED LEADERSHIP.
• WHEREAS THE OHIO STATE STUDIES WERE NOT MUTUALLY EXCLUSIVE, THE UNIVERSITY OF
MICHIGAN STUDIES ARE BASED ON A CONTINUUM.
Retrieved at iedunote.com
UNIVERSITY OF MICHIGAN LEADERSHIP STUDIES
• JOB-CENTERED LEADERSHIP: MANAGERS
USING JOB-CENTERED LEADER BEHAVIOR PAY
CLOSE ATTENTION TO SUBORDINATES’
WORK, EXPLAIN WORK PROCEDURES AND
ARE KEENLY INTERESTED IN PERFORMANCE.
Retrieved at iedunote.com
• EMPLOYEE-CENTERED LEADERSHIP:
MANAGERS USING EMPLOYEE- CENTERED
LEADER BEHAVIOR ARE INTERESTED IN
DEVELOPING A COHESIVE WORK GROUP AND
ENSURING THAT EMPLOYEES ARE SATISFIED
WITH THEIR JOBS.
UNIVERSITY OF
MICHIGAN
LEADERSHIP STUDIES
• THE MICHIGAN LEADERSHIP
STUDIES FOUND THAT BOTH
THE STYLES OF LEADERSHIP
LED TO INCREASES IN
PRODUCTION, BUT IT WAS
SLIGHTLY MORE IN THE CASE
OF PRODUCTION OF JOBCENTERED STYLE.
Retrieved at iedunote.com
AUTHORED BY TEDY SITEPU, CHIEF OPERATING OFFICER AT RISCON REALTY
APA 6TH EDITION
• RUNNING HEAD
• WHEN TO CITE (PIZZA RULE)
• QUILTING
• FONT, SPACING, LAYOUT
• PURDUE OWL
• HEADING SERIALIZATION
This Photo by Unknown Author is licensed under CC BY-SA-NC
THE HAWTHORNE STUDIES
This Photo by Unknown Author is licensed under CC BY-SA
HAWTHORNE STUDIES
• CONDUCTED ON WORKERS AT THE
HAWTHORNE PLANT OF THE WESTERN
ELECTRIC COMPANY BY ELTON MAYO AND
FRITZ ROETHLISBERGER IN THE 1920S. THE
HAWTHORNE STUDIES WERE PART OF A
REFOCUS ON MANAGERIAL STRATEGY
INCORPORATING THE SOCIOPSYCHOLOGICAL ASPECTS OF HUMAN
BEHAVIOR IN ORGANIZATIONS.
Retreived from Lumen Learning
• THE STUDIES ORIGINALLY LOOKED INTO
WHETHER WORKERS WERE MORE
RESPONSIVE AND WORKED MORE
EFFICIENTLY UNDER CERTAIN
ENVIRONMENTAL CONDITIONS, SUCH AS
IMPROVED LIGHTING.
HAWTHORNE STUDIES
• WORKERS WERE MORE RESPONSIVE TO
SOCIAL FACTORS—SUCH AS THE PEOPLE
THEY WORKED WITH ON A TEAM AND
THE AMOUNT OF INTEREST THEIR
MANAGER HAD IN THEIR WORK—THAN
THE FACTORS (LIGHTING, ETC.) THE
RESEARCHERS HAD GONE IN TO INSPECT.
• REJECTION OF HYPOTHESIS
Retreived from Lumen Learning
This Photo by Unknown Author is licensed under CC BY
HAWTHORNE
STUDIES
• THE HAWTHORNE STUDIES
DISCOVERED THAT WORKERS WERE
HIGHLY RESPONSIVE TO ADDITIONAL
ATTENTION FROM THEIR MANAGERS
AND THE FEELING THAT THEIR
MANAGERS ACTUALLY CARED ABOUT,
AND WERE INTERESTED IN, THEIR
WORK.
• THE STUDIES ALSO FOUND THAT
ALTHOUGH FINANCIAL MOTIVES ARE
IMPORTANT, SOCIAL ISSUES ARE
EQUALLY IMPORTANT FACTORS IN
WORKER PRODUCTIVITY.
This Photo by Unknown Author is licensed under CC BY-SA-NC
Retreived from Lumen Learning
Retrieved at The Hawthorne Studies Revisited: Evidence From the U.S. Federal Workforce by Chan Su Jung, Soo-Young Lee
BEHAVIORAL QUESTIONNAIRE – MEASURING
LEADERSHIP SOFT SKILLS
Courtesy of Linkdin
10 BEHAVIORS OF REAL LEADERS BY STEVE TOVAK
LEADER AS A TEACHER
• THIS CAN BE TOUGH
• TRAINING YOUR REPLACEMENT
• TESTING INSECURITY
IF THEY HEAR YOU, THEY WILL
LISTEN
• COMMUNICATING VISION
• MUST BE OPEN TO TRYING NEW THINGS.
10 BEHAVIORS OF REAL LEADERS BY STEVE TOVAK
SEEK CHALLENGES
THEY DO NOT FOLLOW
• AVOID PATH OF LEAST RESISTANCE
• DO YOU AGREE WITH THE AUTHOR? I DON’T.
• DISSATISFACTION WITH THE STATUS QUO
• FORGING NEW PATHS
10 BEHAVIORS OF REAL LEADERS BY STEVE TOVAK
BIG PROBLEM SOLVERS
INSPIRES OTHERS TO ACTION
• SWING FOR THE FENCES
• MORE THAN LISTENING
• GOOD AT DELEGATING EASY VICTORIES
• MORE THAN AGREEING
• IT MEANS GETTING OTHERS TO ASSUME
RISK.
10 BEHAVIORS OF REAL LEADERS BY STEVE TOVAK
NO WHINING!
• TAKE THE GOOD WITH THE BAD
• ACCEPT FAILURES BUT LEARN FROM THEM
• TRANSPARENCY TO OTHERS REGARDING
FLAWS AND WHERE HELP IS NEEDED
ARE NOT FULLY EGOMANIACS
• CERTAINLY SOME LEADERS ARE
EGOMANIACS. CAN YOU NAME SOME?
• THEY HAVE A STRONG SENSE OF SELF
• MOTIVATE TEAM MEMBERS’ EGOS
10 BEHAVIORS OF REAL LEADERS BY STEVE TOVAK
ONLY DO WHAT MATTERS
EFFECTIVE NOT EFFICIENT
• THEY THINK LEAN
• I HATE THIS ONE!
• THIS DOES NOT MEAN THE MUNDANE BUT
ESSENTIAL DUTIES ARE SHIRKED.
• WILLING TO INVEST
• ACTION IS MISSION-CENTRIC
• LEARN HOW TO QUANTIFY THE SUBJECTIVE
NEXT WEEK
• SITUATIONAL LEADERSHIP
• START THINKING ABOUT THE MIDTERM
• BUILDING YOUR ANNOTATED BIBLIOGRAPHY
BSAD 560 –
LEADERSHIP AS
A CALLING
WEEK 4 - SITUATIONAL LEADERSHIP
APPROACH
Agenda
• Crystal Aluko – Director of Multicultural
Engagement and Student Affairs
• Week 3 Review
• Midterm Exam Discussion
• Using Citation Resources
• APA 6th Edition Serialization
• Break
• Situational Leadership – Part 1
• Group Activity
• Break
• Situational Leadership – Part 2
• Week 5 Preview
2
Crystal Aluko – Director of Multicultural Engagement and Student
Affairs
OHIO STATE LEADERSHIP STUDIES
• OHIO STATE LEADERSHIP STUDIES WAS SERIES OF STUDIES ON LEADERSHIP PERFORMED IN 1945
TO IDENTIFY OBSERVABLE BEHAVIORS OF LEADERS INSTEAD OF FOCUSING ON THEIR
INDIVIDUAL TRAITS.
• THEY FOUND TWO CRITICAL CHARACTERISTICS OF LEADERSHIP EITHER OF WHICH COULD BE
HIGH OR LOW OR INDEPENDENT OF ONE ANOTHER. THE RESEARCH WAS BASED ON
QUESTIONNAIRES TO LEADERS AND SUBORDINATES OF THE ORGANIZATIONS.
Retrieved at iedunote.com
Consideration
OHIO STATE LEADERSHIP STUDIES
High Consideration
and High Structure
Low Consideration
and Low Structure
Low Consideration and
High Structure
Structure
High Consideration
and Low Structure
UNIVERSITY OF MICHIGAN LEADERSHIP STUDIES
• THE UNIVERSITY OF MICHIGAN LEADERSHIP STUDIES IS A BEHAVIORAL LEADERSHIP THEORY
CONDUCTED TO IDENTIFY STYLES OF LEADER BEHAVIOR THAT RESULTS IN HIGHER
PERFORMANCE AND SATISFACTION OF A GROUP.
• THESE STUDIES FOUND TWO DISTINCT STYLES OF LEADERSHIP – JOB-CENTERED LEADERSHIP
AND EMPLOYEE-CENTERED LEADERSHIP.
• WHEREAS THE OHIO STATE STUDIES WERE NOT MUTUALLY EXCLUSIVE, THE UNIVERSITY OF
MICHIGAN STUDIES ARE BASED ON A CONTINUUM.
Retrieved at iedunote.com
UNIVERSITY OF MICHIGAN LEADERSHIP STUDIES
• JOB-CENTERED LEADERSHIP: MANAGERS
USING JOB-CENTERED LEADER BEHAVIOR PAY
CLOSE ATTENTION TO SUBORDINATES’
WORK, EXPLAIN WORK PROCEDURES AND
ARE KEENLY INTERESTED IN PERFORMANCE.
Retrieved at iedunote.com
• EMPLOYEE-CENTERED LEADERSHIP:
MANAGERS USING EMPLOYEE- CENTERED
LEADER BEHAVIOR ARE INTERESTED IN
DEVELOPING A COHESIVE WORK GROUP AND
ENSURING THAT EMPLOYEES ARE SATISFIED
WITH THEIR JOBS.
HAWTHORNE STUDIES
• CONDUCTED ON WORKERS AT THE
HAWTHORNE PLANT OF THE WESTERN
ELECTRIC COMPANY BY ELTON MAYO AND
FRITZ ROETHLISBERGER IN THE 1920S. THE
HAWTHORNE STUDIES WERE PART OF A
REFOCUS ON MANAGERIAL STRATEGY
INCORPORATING THE SOCIOPSYCHOLOGICAL ASPECTS OF HUMAN
BEHAVIOR IN ORGANIZATIONS.
Retreived from Lumen Learning
• THE STUDIES ORIGINALLY LOOKED INTO
WHETHER WORKERS WERE MORE
RESPONSIVE AND WORKED MORE
EFFICIENTLY UNDER CERTAIN
ENVIRONMENTAL CONDITIONS, SUCH AS
IMPROVED LIGHTING.
HAWTHORNE STUDIES
• WORKERS WERE MORE RESPONSIVE TO
SOCIAL FACTORS—SUCH AS THE PEOPLE
THEY WORKED WITH ON A TEAM AND
THE AMOUNT OF INTEREST THEIR
MANAGER HAD IN THEIR WORK—THAN
THE FACTORS (LIGHTING, ETC.) THE
RESEARCHERS HAD GONE IN TO INSPECT.
• REJECTION OF HYPOTHESIS
Retreived from Lumen Learning
This Photo by Unknown Author is licensed under CC BY
HAWTHORNE
STUDIES
• THE HAWTHORNE STUDIES
DISCOVERED THAT WORKERS WERE
HIGHLY RESPONSIVE TO ADDITIONAL
ATTENTION FROM THEIR MANAGERS
AND THE FEELING THAT THEIR
MANAGERS ACTUALLY CARED ABOUT,
AND WERE INTERESTED IN, THEIR
WORK.
• THE STUDIES ALSO FOUND THAT
ALTHOUGH FINANCIAL MOTIVES ARE
IMPORTANT, SOCIAL ISSUES ARE
EQUALLY IMPORTANT FACTORS IN
WORKER PRODUCTIVITY.
This Photo by Unknown Author is licensed under CC BY-SA-NC
Retreived from Lumen Learning
10 BEHAVIORS OF REAL LEADERS BY STEVE TOVAK
• LEADER AS A TEACHER
• INSPIRES OTHERS TO ACTION
• IF THEY HEAR YOU, THEY WILL LISTEN
• NO WHINING!
• SEEK CHALLENGES
• ARE NOT FULLY EGOMANIACS
• THEY DO NOT FOLLOW
• ONLY DO WHAT MATTERS
• BIG PROBLEM SOLVERS
• EFFECTIVE NOT EFFICIENT
Midterm Exam
•
•
•
•
•
•
•
•
15 question – 5 points each
All question types
No time limit
Questions will be derived from the slide
decks.
You will be expected to think laterally.
Final Test will be similar to the midterm.
If you study, you will do well.
Test will open on Thursday and close
Sunday at midnight.
13
Using Citation Resources
• Sample APA 6th Edition Paper – Click here
• Citation Machine – Click here
• APA Tutorial – Click here
• APA Headings and Subheading – Click here
• APA Title Page and Running Head – Click here
• Microsoft Word Reference Repository Walkthrough
– Click here
This Photo by Unknown Author is licensed under CC BY-SA-NC
Situational Leadership
• Sample APA 6th Edition Paper – Click here
• Citation Machine – Click here
• APA Tutorial – Click here
• APA Headings and Subheading – Click here
• APA Title Page and Running Head – Click here
• Microsoft Word Reference Repository Walkthrough
– Click here
This Photo by Unknown Author is licensed under CC BY-NC-ND
Hershey-Blanchard Situational Leadership Theory
Situational Leadership Theory is really the short form for
"Hersey-Blanchard Situational Leadership Theory" and draws
major views from contingency thinking. As the name implies,
leadership depends upon each individual situation, and no
single leadership style can be considered the best. For
Hershey and Blanchard, tasks are different and each type of
task requires a different leadership style. A good leader will
be able to adapt her or his leadership to the goals or
objectives to be accomplished. Goal setting, capacity to
assume responsibility, education, and experience are main
factors that make a leader successful. Not only is the
leadership style important for a successful leader-led
situation but the ability or maturity of those being led is a
critical factor, as well. Leadership techniques fall out of the
leader pairing her or his leadership style to the maturity level
of the group.
https://www.leadership-central.com/situational-leadershiptheory.html
Hershey-Blanchard Situational Leadership Theory
Strengths
Shortcomings
• The simplicity of the theory makes it easy to apply.
• The theory may not be applicable to managers as
administrators or those with limited power but in
structurally in a leadership position.
• The theory has simple scales that a leader can use to
give a "thumb in the wind" assessment of what
leadership style to use.
• Maturity and competence of the group are often
overlooked factors in good leadership and it helps to
focus on these.
• There are situations in which the theory may be less
applicable such as those involving time constraints and
task complexity.
• Testing of the theory doesn't seem to bear out the
predictions.
17
Hershey-Blanchard Situational Leadership Theory
Maturity
• The level of independence of the employee depends on
a number of factors. First or all, experience is an
important indicator to find out whether an employee is
able to independently do their job and take (full)
responsibility for it. In addition, they have to have
sufficient knowledge and skills to complete their tasks
independently, and have enough motivation to lead
themselves. Someone who has been in the same
position for years, might be skilled and experienced, but
could be struggling with motivation because of a lack of
career opportunities. In that case, the employee will not
score as high on Maturity as a colleague who is highly
motivated. If an employee starts in a new position
within the organization, it will take some time for him to
become Mature in there as well. Newly hired staff,
recent graduates and interns will be at the low side of
Maturity for longer. After all, it takes people a few
months to as long as a year to be able to work fully.
18
Hershey-Blanchard Situational Leadership Theory
Drs. Hershey and Blanchard distinguish four levels of maturity
that can be placed in their situational leadership model:
• S1. Directing: a lot of direction by the leader and little
support; low competence and low motivation.
• S2. Coaching: a lot of direction by the leader and a lot of
support; low competence and high motivation.
• S3. Supporting: little direction by the leader and a lot of
support; high competence and low motivation.
• S4. Delegating: little direction by the leader and little
support; high competence and high motivation.
Hershey-Blanchard Situational Leadership Theory
S1: Telling (Directing) - Refers a high-task,
low-relationship style wherein the leader
gives explicit directions and supervises
work closely. This style is geared toward
low maturity followers.
https://www.investopedia.com/terms/h/hersey-and-blanchardmodel.asp
20
Hershey-Blanchard Situational Leadership Theory
S2: Selling (Coaching) - Refers to a hightask, high-relationship style, in which the
leader attempts to sell his ideas to the
group by explaining task directions in a
persuasive manner. This, too, is used
with moderate followers. Unlike the
previous style, these followers have the
ability but are unwilling to do the job.
https://www.investopedia.com/terms/h/hersey-and-blanchardmodel.asp
21
Hershey-Blanchard Situational Leadership Theory
S3: Participating (Supporting) - A lowtask, high-relationship style that
emphasizes shared ideas and decisions.
Managers using the participating style
tend to use it with moderate followers
who are not only experienced but with
those who aren't as confident to do the
tasks assigned.
https://www.investopedia.com/terms/h/hersey-and-blanchardmodel.asp
22
Hershey-Blanchard Situational Leadership Theory
S4: Delegating - A low-task, lowrelationship style wherein the leader
allows the group to take responsibility
for task decisions. This is best used with
high maturity followers.
https://www.investopedia.com/terms/h/hersey-and-blanchardmodel.asp
23
Next Week
• Transformational Leadership
• Diversity and Cross-Cultural Communication
• Start creating your rough draft
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