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- wuLv 61 十年前最愛解答
Paul Hersey and Ken Blanchard advocated that an effective leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers’ readiness – Situational Leadership Theory. Two important elements are: Acceptance & Readiness
Staff performance is evaluated by their ability識 and willingness肯, so it posits 4 stage of followers’ readiness:
R1 – Unable and Unwilling, e.g. Job mismatch
R2 – Unable but Willing, e.g. When you are new to the company
R3 – Able but Unwilling, e.g. When you have experience
R4 – Able and Willing, e.g. They may even be more skilled than the leader.
4 Leadership style is raised aim on solving the 4 stages of followers’ readiness:
(1). Directing – for R1
(2). Coaching – for R2
(3). Participating for R3
(4). Delegating for R4
(1). Directing = high task & low relationship
Staff = R1 Unable and Unwilling (Job mismatch-no confident+competent)
The leader defines roles and tells people what, how, when and where to various tasks. Give clear and specific directions, highly instructional (due to no ability), close monitoring (due to no motivation), frequent review and centralized authority. The leader thus maintains a clear 'do this' position to ensure all required actions are clear.
For example, the domestic helper always mistake in doing housework even you teach her many times. However, you must highly instructional in some details of housework such as write a memo or reminder, but no need to give explanation. Keep closely monitoring and frequently review about her work.
(2). Coaching = higher task & high relationship
Staff = R2 Unable but Willing
Staffs have limitations in ability. Leader provides both directive and supportive behaviour. The leader spends time explanation, highly instructional, closely monitoring, frequent review, centralized authority. listening and advising and, where appropriate, helping the follower to gain necessary skills through coaching methods.
For example, a new comer to the company who are motivated and willing to learn, in providing directive and supportative behaviour from the manager.
(3). Participating = low task & high relationship
Staff = R3 Able but Unwilling
Leader and the follower share in decision making, the main role of the leader is facilitating and communicating. Leader has to find out why the staff refuses of doing the task and persuading them to cooperate, he should spend time listening, praising and otherwise making the follower feel good when they show the necessary commitment. Remember, follower can do the job, but refuse to do it or showing insufficient commitment.
For example, staff at the front line who work for many years. They have ability but have no motivation to do their routine work. Manager can communicate with them and invite them to participate in decision making which can stimulate their accountability. Manager recognition such as praise will let them know you are aware of their ability and motivate their involvement.
(4). Delegating = low task & low relationship
Staff = R4 Able & Willing
The leader provides little outline/direction or support. Leader can basically leave them to it, trusting them to get on with the job. Followers demonstrate confidence in their ability, staff at this level have less need for support or frequent praise, although as with anyone, occasional recognition is always welcome.
As follower reaches high level of readiness, the leader responses not only by continuing to decrease control over their activities, but also continue to decrease relationship behavior. (Leader must relinquish放棄 control over and contact with followers as they become more competent). The implication of SLT is different situation require different leadership. Wise manager flexibility matches his leadership style to followers’ readiness and task situation.
- 1 十年前
Situational leadership theories in organizational studies are a type of leadership theory, leadership style, and leadership model that presumes that different leadership styles are better in different situations, and that leaders must be flexible enough to adapt their style to the situation they are in.
A good situational leader is one who can quickly change leadership styles as the situation changes. Most of us attempt to do this in our dealings with people: we try not to get angry with a new employee, and we remind forgetful people. The model doesn't apply only to people in leadership or management positions, all people lead others at work, at play, and at home.
- MerenaLv 61 十年前
领导理论在组织研究中是类型领导理论，领导风格，和假定的领导模型不同的领导风格是好用不同的情况，并且领导必须是足够灵活的适应他们的样式情况他们是in.A 好情势领导是一个谁可能迅速改变领导风格当情况改变。大多数我们企图做这在我们的往来与人: 我们设法不生气与一名新雇员，并且我们提醒健忘人民。模型不适用只于众人在领导或管理位置，所有人民带领其他人在工作，在戏剧，和在家。
Situational leadership theoryFrom Wikipedia, the free encyclopediaJump to: navigation, searchSituational leadership theories in organizational studies are a type of leadership theory, leadership style, and leadership model that presumes that different leadership styles are better in different situations, and that leaders must be flexible enough to adapt their style to the situation they are in.A good situational leader is one who can quickly change leadership styles as the situation changes. Most of us attempt to do this in our dealings with people: we try not to get angry with a new employee, and we remind forgetful people. The model doesn't apply only to people in leadership or management positions, all people lead others at work, at play, and at home.