| Given the catastrophic 70% failure rate of all | | | | this all a bit further and introduces the notion that |
| change management initiatives, the quality of | | | | the level of development or maturity of the |
| leadership exercised is clearly a significant | | | | followers is also something that the leader takes |
| component in reducing this risk. | | | | into account. |
| In essence, situational leadership theory | | | | "Maturity" in this context to do with the |
| emphasises 2 areas: | | | | preparedness and ability of a person to take |
| (1) "Different strokes for different folks" - | | | | responsibility for directing his or her own |
| different leadership styles are applicable to | | | | behaviour in relation to a specific task in a specific |
| different situations | | | | situation. |
| (2) "Cometh the hour cometh the man" - | | | | 4 Distinct Leadership Styles |
| leadership extends potentially to just about | | | | Clearly the appropriate leadership style to use in a |
| everyone in an organisation - at some time | | | | given situation is going to be determined by the |
| Dr Paul Hersey, who is closely associated with the | | | | leader's assessment of the maturity level of the |
| development of situational leadership theory, | | | | followers in that specific situation. The leader will |
| suggested in a fairly recent presentation that: "... a | | | | move appropriately long the task-directive versus |
| situational leader is anyone, anywhere who | | | | relationship-supportive spectrum. |
| recognises that influencing behaviour is not an | | | | Four distinct leadership styles are identified in the |
| event but a process. The process entails | | | | Hershey and Blanchard Leadership Model - each |
| assessing followers' performance in relation to | | | | reflecting the evolving levels of maturity of the |
| what the leader wants to accomplish and | | | | followers: |
| providing the appropriate amounts of guidance | | | | (1) Directing - the leader is very directive providing |
| and support." | | | | clear, specific instructions |
| According to change management guru John | | | | (2) Coaching - whilst the leader retains control of |
| Kotter "...today's organizations need heroes at | | | | decision making, he/she encourages two-way |
| every level. To truly succeed in a turbulent world, | | | | communication and helps build confidence and |
| more than half the workforce needs to step up | | | | motivation on the part of his/her people |
| to the plate in some arena and provide change | | | | (3) Supporting - the people no longer need the |
| leadership." | | | | leader to tell them what to do or to make the |
| To my mind, the idea that effective leaders | | | | decisions - so decision making is shared |
| change their leadership styles to fit the situation is | | | | (4) Delegating - when the people are ready, willing |
| an expansion of Robert Blake and Jane Mouton's | | | | and able the leader delegates full responsibility to |
| "Managerial Grid" theory, which suggest that the | | | | them |
| effective leader "moves appropriately" along the | | | | Whilst I agree with this style of flexible leadership, |
| spectrum of task versus relationship orientation. | | | | I have to say that, in a change management |
| 4 Communication Components | | | | context, extending leadership throughout an |
| According to a recent study [Baker, Brown], | | | | organisation in the manner suggested is asking a |
| successful use of situational leadership relies on | | | | lot of most organisations as it requires a complete |
| effectiveness in four communication components: | | | | and total change of culture. |
| - Communicating expectations | | | | Also, all of this is dependent on the supporting |
| - Listening | | | | framework of change management processes |
| - Delegating | | | | that are derived from adopting a |
| - Providing feedback | | | | programme-based approach to leading and |
| The Hersey and Blanchard Leadership Model takes | | | | managing the change. |