Situational leadership - Hersey and Blanchard: Difference between revisions
Jump to navigation
Jump to search
Stefaniaosk (talk | contribs) |
Stefaniaosk (talk | contribs) No edit summary |
||
| Line 1: | Line 1: | ||
== Abstract == | == Abstract == | ||
With the constant change in todays technology and evolving demands to the additional skills needed for that new technology, companies are also seeking added skills in leadership. While technical skills are core to project management, PMI’s ''Talent Triangle'' suggests that the core is a combination of technical, leadership, and strategic and business management expertise. [heimild-PMI Triangle] Looking at the leadership aspect of project management core skill set, leaders need to be flexible to be able keep up with the constant change in their teams' development. The Triangle defines leadership as the knowledge, skills and behaviours involved in the ability to guide, motivate and/or direct other to achieve a goal | With the constant change in todays technology and evolving demands to the additional skills needed for that new technology, companies are also seeking added skills in leadership. While technical skills are core to project management, PMI’s ''Talent Triangle'' suggests that the core is a combination of technical, leadership, and strategic and business management expertise. [heimild-PMI Triangle] Looking at the leadership aspect of project management core skill set, leaders need to be flexible to be able keep up with the constant change in their teams' development. The Triangle defines leadership as the knowledge, skills and behaviours involved in the ability to guide, motivate and/or direct other to achieve a goal <ref name="TalentTriangle">. | ||
The Situational Leadership theory by Hersey and Blanchard helps project managers assess which leadership style is appropriate to their team members’ development level. It states that there is no single best leadership style, that it’s situational. In order to achieve effective leadership, leaders have to adapt their leadership style to the development level of a person or a team. Hersey and Blanchard developed a model that best describes the relation between leadership styles and development levels named The Situational Leadership Model. This article will describe the history, application and reflections on the Situational Leadership theory while also expressing the relation to Project Management and how it can be beneficial for project managers. | The Situational Leadership theory by Hersey and Blanchard helps project managers assess which leadership style is appropriate to their team members’ development level. It states that there is no single best leadership style, that it’s situational. In order to achieve effective leadership, leaders have to adapt their leadership style to the development level of a person or a team. Hersey and Blanchard developed a model that best describes the relation between leadership styles and development levels named The Situational Leadership Model. This article will describe the history, application and reflections on the Situational Leadership theory while also expressing the relation to Project Management and how it can be beneficial for project managers. | ||
| Line 87: | Line 87: | ||
== References == | == References == | ||
<references> | <references> | ||
<ref name="TalentTriangle"> Plan Your Development To the PMI Talent Triangle. Retrieved 19 February 2021, from https://www.pmi.org/certifications/certification-resources/maintain/earn-pdus/plan-development-talent-triangle </ref> | |||
<ref name="blanchard"> Blanchard, K., Zigarmi, D., Nelson, R. (1993). Situational Leadership after 25 Years: A Retrospective. 1(1), 22-28. https://www.academia.edu/3431281/Situational_Leadership_After_25_Years_A_Retrospective </ref> | <ref name="blanchard"> Blanchard, K., Zigarmi, D., Nelson, R. (1993). Situational Leadership after 25 Years: A Retrospective. 1(1), 22-28. https://www.academia.edu/3431281/Situational_Leadership_After_25_Years_A_Retrospective </ref> | ||
Revision as of 12:02, 28 February 2021
Abstract
With the constant change in todays technology and evolving demands to the additional skills needed for that new technology, companies are also seeking added skills in leadership. While technical skills are core to project management, PMI’s Talent Triangle suggests that the core is a combination of technical, leadership, and strategic and business management expertise. [heimild-PMI Triangle] Looking at the leadership aspect of project management core skill set, leaders need to be flexible to be able keep up with the constant change in their teams' development. The Triangle defines leadership as the knowledge, skills and behaviours involved in the ability to guide, motivate and/or direct other to achieve a goal Cite error: Closing </ref> missing for <ref> tag
- ↑ Blanchard, K., Zigarmi, D., Nelson, R. (1993). Situational Leadership after 25 Years: A Retrospective. 1(1), 22-28. https://www.academia.edu/3431281/Situational_Leadership_After_25_Years_A_Retrospective
- ↑ Situational Leadership. (2016). Retrieved 21 February 2021, from https://www.projectmanagement.com/contentPages/wiki.cfm?ID=293293&thisPageURL=/wikis/293293/Situational-Leadership#_=_
- ↑ Situational Leadership. Relevant Then, Relevant Now. (2017). Retrieved 19 February 2021, from https://www.situational.com/content/uploads/2017/10/FINAL_CLS_History_CaseStudy_Digital.pdf
- ↑ Zuest, Project Management Institute. Guide to the Project Management Body of Knowledge, 2017. Project Management Institute.
- ↑ Blanchard, K., Zigrami, P., & Zigrami, D. (2013). Leadership and the One Minute Manager (pp. 20-25). William Morrow & Company.
- ↑ Kendra, C. (2020). The Situational Theory of Leadership. Retrieved 19 February 2021, from https://www.verywellmind.com/what-is-the-situational-theory-of-leadership-2795321