Situational Leadership - Revision history

Fblancoi at 07:51, 7 May 2023

2023-05-07T07:51:42Z

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	To conclude one of the most important points was how she correlated the improvement of a Project Management with this tool. One of her main example was when dealing with senior employees, which can be hard to motivate, so having a different approach, with less directive and task related approach can be way more beneficial, creating a sense of trust and even using them to help more inexperienced employees.		To conclude one of the most important points was how she correlated the improvement of a Project Management with this tool. One of her main example was when dealing with senior employees, which can be hard to motivate, so having a different approach, with less directive and task related approach can be way more beneficial, creating a sense of trust and even using them to help more inexperienced employees.

			== Conclusion ==

			Through this article was possible to observe that Situational Leadership is a theory that has evolved since its creation and its application is still being discussed today. It is a powerful tool to be added into the Project Manager toolkit and can really increase productivity and create a better environment for development as shown in <ref name="Avery2002"/> and by the interview done in this article. To conclude, the methodology is not a rigid group of guidelines to be followed but suggestions to be taken into consideration when managing people. It is always crucial for the methodology user to add his understanding of the circumstance and past experience.
	== Annotated Bibliography ==		== Annotated Bibliography ==

Fblancoi at 07:45, 7 May 2023

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	The work done in <ref name="Blanchard1969"/> is the first time the situational leadership was presented to the academic world and it shows how Blanchard and Hersey suggested its use for family development. It is a historic paper to understand what was the original methodology, that evolved today to be widely used in a different scenario, employee management.		The work done in <ref name="Blanchard1969"/> is the first time the situational leadership was presented to the academic world and it shows how Blanchard and Hersey suggested its use for family development. It is a historic paper to understand what was the original methodology, that evolved today to be widely used in a different scenario, employee management.

	The work done by Blanchard in <ref name="~~Blanchard1985~~"/> is called "The One Minute Manager" and is a book that provides practical and concise advice for effective management. The book is structured around a fictional story of a young man seeking advice from a wise manager, who shares simple but powerful secrets for effective management. It helps relate the theory of the method with real life applications and how communication is essential for productivity and efficient communication. This work was used by Blanchard in his second iteration of the Situational Leadership methodology		The work done by Blanchard in <ref name="Blanchard1983"/> is called "The One Minute Manager" and is a book that provides practical and concise advice for effective management. The book is structured around a fictional story of a young man seeking advice from a wise manager, who shares simple but powerful secrets for effective management. It helps relate the theory of the method with real life applications and how communication is essential for productivity and efficient communication. This work was used by Blanchard in his second iteration of the Situational Leadership methodology

	The book written by Blanchard and his wife Zigarmi <ref name="Blanchard1986"/> where a second iteration of the Situational Leadership was developed. It goes through a discussion about his previous work with Hersey in 1969 and the suggested changes on the methodology. It is interesting so one can understand why the development stage is now related more deeply with commitment and skill.		The book written by Blanchard and his wife Zigarmi <ref name="Blanchard1986"/> where a second iteration of the Situational Leadership was developed. It goes through a discussion about his previous work with Hersey in 1969 and the suggested changes on the methodology. It is interesting so one can understand why the development stage is now related more deeply with commitment and skill.

Fblancoi at 07:25, 7 May 2023

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	The book written by Blanchard and his wife Zigarmi <ref name="Blanchard1986"/> where a second iteration of the Situational Leadership was developed. It goes through a discussion about his previous work with Hersey in 1969 and the suggested changes on the methodology. It is interesting so one can understand why the development stage is now related more deeply with commitment and skill.		The book written by Blanchard and his wife Zigarmi <ref name="Blanchard1986"/> where a second iteration of the Situational Leadership was developed. It goes through a discussion about his previous work with Hersey in 1969 and the suggested changes on the methodology. It is interesting so one can understand why the development stage is now related more deeply with commitment and skill.

			The article <ref name="Avery2002"> Avery, GC., Ryan, J. (2002), "Applying situational leadership in Australia".(Journal of Management Development). </ref>. is an analysis of the application of situational leadership by managers in Australia. It starts with a good review of the methodology but then it evolves on study with a controlled group of managers that have been used the methodology in teams and employees. Then, the author registered the feedback of these managers and compare to limitations that have been previously cited in the literature. It is interesting to observe the conclusions and discussions that the paper makes, indicating that most of the managers are more comfortable in using a more supportive leadership style and that culture aspects may influence the application of the methodology.


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	~~Avery, GC., Ryan, J. (2002), "Applying situational leadership in Australia".(Journal of Management Development).~~

	== References ==		== References ==

Fblancoi at 06:55, 7 May 2023

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 To conclude one of the most important points was how she correlated the improvement of a Project Management with this tool. One of her main example was when dealing with senior employees, which can be hard to motivate, so having a different approach, with less directive and task related approach can be way more beneficial, creating a sense of trust and even using them to help more inexperienced employees.
 == Annex I ==
 === Interview ===
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 "Yes, to some extent they do but I also think it’s super simplified. The methodology itself is a very good way to guide yourself, but humans are complex and don’t fit into boxes. I think it’s great for a first approach and guiding, but don’t get fixed restrict your critical thinking in those styles, try to read the situation and people, so you can react to that. I am also not so strict to follow methodologies perfectly, so for me is always trying to adapt and deal with each situation now. For me also my experience helps a lot, some experiences from different projects even from many years ago sometimes pops up in my head to help me with a specific situation."

Fblancoi at 15:51, 6 May 2023

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	Inside a project, having a good leadership can be essential for a healthy environment and the success of the endeavor. The classical organizations and hierarchical chains created a centralized way for decision-making which further influenced how superiors would leader their team, with top-bottom approaches that often would be exercised through micro-management and lack of trust in the employee. With the development of organizational studies and with the companies realizing the importance of creating a safe environment for the team to prosper and succeed in projects, a methodology of leading the team was needed. Thus, the so-called Situational Leadership was then developed by Hersey and Blanchard. Furthermore, this methodology was concerned about the amount of the development of the employee, considering its personality, behavior and past experiences.		Inside a project, having a good leadership can be essential for a healthy environment and the success of the endeavor. The classical organizations and hierarchical chains created a centralized way for decision-making which further influenced how superiors would leader their team, with top-bottom approaches that often would be exercised through micro-management and lack of trust in the employee. With the development of organizational studies and with the companies realizing the importance of creating a safe environment for the team to prosper and succeed in projects, a methodology of leading the team was needed. Thus, the so-called Situational Leadership was then developed by Hersey and Blanchard. Furthermore, this methodology was concerned about the amount of the development of the employee, considering its personality, behavior and past experiences.

	Leadership is a the tool that can create empowerment inside the organization. Being important for leaders and also among the employers as self leadership is a point that needs to be developed <ref name="~~Blanchard1985~~"> Blanchard, K~~., Zigrami, P~~., & ~~Zigrami~~, D. (~~1985~~), ''~~Leadership and the~~ One Minute Manager'', (~~William Morrow & Company~~).</ref>. Situational Leadership is a tool that uses different types of leadership styles to be able to match the employee stage of development. This matching will produce a more natural and safe environment for the employee to produce and to grow.		Leadership is a the tool that can create empowerment inside the organization. Being important for leaders and also among the employers as self leadership is a point that needs to be developed <ref name="Blanchard1983"> Blanchard, K., & Johnson, S. (1983), ''One Minute Manager'', (Cornell hotel and restaurant administration quarterly 23(4), 39-41.).</ref>. Situational Leadership is a tool that uses different types of leadership styles to be able to match the employee stage of development. This matching will produce a more natural and safe environment for the employee to produce and to grow.
	There are 4 styles of leaderships and 4 stages of development, each one of them can be seen below.		There are 4 styles of leaderships and 4 stages of development, each one of them can be seen below.

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	=== Situational Leadership II ===		=== Situational Leadership II ===
	There is a second iteration of the methodology developed by <ref name="~~Blanchard1985~~"/>, called Situational Leadership II, where some of the academic work done about the previous theory was taken into consideration. This is the methodology widely used today and has more trainings being applied. The main difference is on the development levels, where Blanchard describes the stage of development by competence and commitment, as being a combination of the skill acquired and the confidence in that development stage. In contrast the first theory that talked about maturity and skill, this one focus on commitment and skill. Thus, that new branch suggested that more naïve professionals arrive with more motivation and commitment to learn, develop, and execute tasks, while a more experienced professional will display a higher competence while still maintaining a high commitment. It also describes that the commitment is high in the beginning and will drop until the a high competence stage is achieved. This methodology views the performance of a specific task or role with a progressive development where you start with no knowledge until you are a skilled one. The development stages of Situational Leadership II can be seen in Figure 4. With those development stages Blanchard then uses the same leadership styles developed in the first methodology. So, it is the leader role to identify the stage and adapt the leadership style to it, as suggested in Figure 4.		There is a second iteration of the methodology developed by <ref name="Blanchard1986"> Blanchard, K.. Zigami, P., Zigami, D., & Archibald, S, (1986), "Leadership and the One Minute Manager–Increasing Effectiveness Through Situational Leadership".(London: Collins). </ref>, called Situational Leadership II, where some of the academic work done about the previous theory was taken into consideration. This is the methodology widely used today and has more trainings being applied. The main difference is on the development levels, where Blanchard describes the stage of development by competence and commitment, as being a combination of the skill acquired and the confidence in that development stage. In contrast the first theory that talked about maturity and skill, this one focus on commitment and skill. Thus, that new branch suggested that more naïve professionals arrive with more motivation and commitment to learn, develop, and execute tasks, while a more experienced professional will display a higher competence while still maintaining a high commitment. It also describes that the commitment is high in the beginning and will drop until the a high competence stage is achieved. This methodology views the performance of a specific task or role with a progressive development where you start with no knowledge until you are a skilled one. The development stages of Situational Leadership II can be seen in Figure 4. With those development stages Blanchard then uses the same leadership styles developed in the first methodology. So, it is the leader role to identify the stage and adapt the leadership style to it, as suggested in Figure 4.

	[[File:SLII.png\|center\|350px]].		[[File:SLII.png\|center\|350px]].
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	The work done by <ref name="researchreview"> P. Johnson, Barry-Creaiga, ''Situational Leadership: A Review of the research'', (Human Resource Development Quarterly 1.1 (1990): 73-85).</ref> is an extensive review of the development of the Situational Leadership tool since its first publication. The text go over the details and explanations of how the theory was created as well as discuss its limitations and applications. It is a very useful tool to get a deep understanding about the topic for the first time, as it is thorough.		The work done by <ref name="researchreview"> P. Johnson, Barry-Creaiga, ''Situational Leadership: A Review of the research'', (Human Resource Development Quarterly 1.1 (1990): 73-85).</ref> is an extensive review of the development of the Situational Leadership tool since its first publication. The text go over the details and explanations of how the theory was created as well as discuss its limitations and applications. It is a very useful tool to get a deep understanding about the topic for the first time, as it is thorough.

	Blanchard~~, K~~., ~~Zigrami, P., & Zigrami, D. (1985), Leadership and the One Minute Manager~~, ~~(William Morrow & Company)~~.		The work done in <ref name="Blanchard1969"/> is the first time the situational leadership was presented to the academic world and it shows how Blanchard and Hersey suggested its use for family development. It is a historic paper to understand what was the original methodology, that evolved today to be widely used in a different scenario, employee management.

	~~Hersey, P~~. ~~& Blanchard~~,K. ~~(1969), "Life-cycle~~ theory of ~~leadership".(Training~~ and ~~development Journal, Vol 2, pp. 6-34~~.		The work done by Blanchard in <ref name="Blanchard1985"/> is called "The One Minute Manager" and is a book that provides practical and concise advice for effective management. The book is structured around a fictional story of a young man seeking advice from a wise manager, who shares simple but powerful secrets for effective management. It helps relate the theory of the method with real life applications and how communication is essential for productivity and efficient communication. This work was used by Blanchard in his second iteration of the Situational Leadership methodology

	Avery, GC., Ryan, J. (2002), "Applying situational leadership in Australia".(Journal of Management Development).		The book written by Blanchard and his wife Zigarmi <ref name="Blanchard1986"/> where a second iteration of the Situational Leadership was developed. It goes through a discussion about his previous work with Hersey in 1969 and the suggested changes on the methodology. It is interesting so one can understand why the development stage is now related more deeply with commitment and skill.





			Avery, GC., Ryan, J. (2002), "Applying situational leadership in Australia".(Journal of Management Development).

	== References ==		== References ==
	<references />		<references />

Fblancoi: /* Annotated Bibliography */

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Annotated Bibliography

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	Avery, GC., Ryan, J. (2002), "Applying situational leadership in Australia".(Journal of Management Development).		Avery, GC., Ryan, J. (2002), "Applying situational leadership in Australia".(Journal of Management Development).



	== References ==		== References ==
	<references />		<references />

Fblancoi at 15:29, 6 May 2023

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	== Annotated Bibliography ==		== Annotated Bibliography ==

			The work done by <ref name="researchreview"> P. Johnson, Barry-Creaiga, ''Situational Leadership: A Review of the research'', (Human Resource Development Quarterly 1.1 (1990): 73-85).</ref> is an extensive review of the development of the Situational Leadership tool since its first publication. The text go over the details and explanations of how the theory was created as well as discuss its limitations and applications. It is a very useful tool to get a deep understanding about the topic for the first time, as it is thorough.

	Blanchard, K., Zigrami, P., & Zigrami, D. (1985), Leadership and the One Minute Manager, (William Morrow & Company).		Blanchard, K., Zigrami, P., & Zigrami, D. (1985), Leadership and the One Minute Manager, (William Morrow & Company).

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	Avery, GC., Ryan, J. (2002), "Applying situational leadership in Australia".(Journal of Management Development).		Avery, GC., Ryan, J. (2002), "Applying situational leadership in Australia".(Journal of Management Development).



	== References ==		== References ==
	<references />		<references />

Fblancoi at 15:23, 6 May 2023

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	== Application ==		== Application ==
	=== Situational Leadership I ===		=== Situational Leadership I ===
	Situational Leadership is a methodology that was born in the Management of Organizational Behavior field, and it was first introduced as “life cycle theory of leadership” in 1969 by <ref name="Blanchard1969"> Hersey, P. & Blanchard,K. (1969), "Life-cycle theory of leadership".(Training and development Journal, Vol 2, pp. 6-34. </ref>. Initially this work was intended for families in the process of raising their kid. This was done by suggesting different parenting styles through the different stages of growth (infancy, adolescence, and adulthood). Eventually the methodology evolved to be applied in managing employees in a workplace, especially in a classical vertical hierarchy structure. In 1996 the Life cycle theory of Leadership finally received the name of Situational Leadership and the authors suggested that this methodology would provide a managing and leadership style guide designed for people. This methodology is based on two variables: leadership styles and development stages. The leadership styles recommended rely on the behavior during tasks behavior and relationship behavior styles. This approach considers how that specific person will react to performing tasks and how it will react to the task handover. Based on it suggests a leader support ranging from a high support to a low support. This will indicate the amount of interaction with the employee, thus the amount of direct help and effort from the leader. The development stage relates to the maturity of the employee and his behavior during a tasks. In addition the his skills and experience acquired over the years also integrate on the leadership style recommended. So, the theory explains how the leadership styles match a maturity level (development stage) that represents level of knowledge, skill and confidence of the person being lead. This will ultimately lead to a healthier relation between leader and employee and even improve efficiency.		Situational Leadership is a methodology that was born in the Management of Organizational Behavior field, and it was first introduced as “life cycle theory of leadership” in 1969 by <ref name="Blanchard1969"> Hersey, P. & Blanchard,K. (1969), "Life-cycle theory of leadership".(Training and development Journal, Vol 2, pp. 6-34.) </ref>. Initially this work was intended for families in the process of raising their kid. This was done by suggesting different parenting styles through the different stages of growth (infancy, adolescence, and adulthood). Eventually the methodology evolved to be applied in managing employees in a workplace, especially in a classical vertical hierarchy structure. In 1996 the Life cycle theory of Leadership finally received the name of Situational Leadership and the authors suggested that this methodology would provide a managing and leadership style guide designed for people. This methodology is based on two variables: leadership styles and development stages. The leadership styles recommended rely on the behavior during tasks behavior and relationship behavior styles. This approach considers how that specific person will react to performing tasks and how it will react to the task handover. Based on it suggests a leader support ranging from a high support to a low support. This will indicate the amount of interaction with the employee, thus the amount of direct help and effort from the leader. The development stage relates to the maturity of the employee and his behavior during a tasks. In addition the his skills and experience acquired over the years also integrate on the leadership style recommended. So, the theory explains how the leadership styles match a maturity level (development stage) that represents level of knowledge, skill and confidence of the person being lead. This will ultimately lead to a healthier relation between leader and employee and even improve efficiency.
	The leadership styles and development stages on the first work of situational leadership can be seen in Figure 1 and in Figure 2 respectively.		The leadership styles and development stages on the first work of situational leadership can be seen in Figure 1 and in Figure 2 respectively.
	[[File:LS_SLI.png\|center\|]]		[[File:LS_SLI.png\|center\|]]

Fblancoi: /* Annotated Bibliography */

2023-05-06T15:19:58Z

Annotated Bibliography

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	Hersey, P. & Blanchard,K. (1969), "Life-cycle theory of leadership".(Training and development Journal, Vol 2, pp. 6-34.		Hersey, P. & Blanchard,K. (1969), "Life-cycle theory of leadership".(Training and development Journal, Vol 2, pp. 6-34.

			Avery, GC., Ryan, J. (2002), "Applying situational leadership in Australia".(Journal of Management Development).

	== References ==		== References ==
	<references />		<references />

Fblancoi: /* Annotated Bibliography */

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Annotated Bibliography

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	== Annotated Bibliography ==		== Annotated Bibliography ==
	Blanchard, K., Zigrami, P., & Zigrami, D. (1985), Leadership and the One Minute Manager, (William Morrow & Company).		Blanchard, K., Zigrami, P., & Zigrami, D. (1985), Leadership and the One Minute Manager, (William Morrow & Company).

			Hersey, P. & Blanchard,K. (1969), "Life-cycle theory of leadership".(Training and development Journal, Vol 2, pp. 6-34.

	== References ==		== References ==
	<references />		<references />