Leadership Styles and Effectiveness: Hershey & Blanchard's Perspective

1. Different Leadership Styles

2. What is a Leadership Style? • It’s a pattern of behaviors you use when you are trying to influence the behaviors of others as perceived by them • It involves problem-solving and decision-making processes

3. Leadership Effectiveness And Adaptability (Hershey & Blanchard) • Single most important contingency in selecting an effective leadership style is the follower’s task-relevant maturity • Maturity is a function of three traits: • Motivation: the energy and the will to expend it to accomplish the assigned task • Responsibility: the willingness and ability to plan, organize, and complete the task • Competence: the necessary knowledge, skills, and experience, to perform the task proficiently

4. Hershey & Blanchard’s LEAD • Maturity is situational and task specific • Based on assumptions about personal growth • Of the leader • Of the followers

5. Leadershipbehavior • Task/Directive Behavior • Relationship/Supportive Behavior

6. Task/Directive Behavior • Clearly Telling People • What to Do • How to Do It • Where to Do It • When to Do It • Who Does It • Closely Supervising Their Performance

7. Relationship/Supportive Behavior • Listening to People • Providing support and encouraging their efforts • Facilitating their involvement in Problem-Solving and Decision- Making

8. S U P P O R T I V E B E H A V I O R Four Leadership Styles THE FOUR LEADERSHIP STYLES (High) High Directive and High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR

9. Subordinate’s Development Level • Competence: • Task Relevant knowledge • Task Relevant Skills • Commitment: • Motivation • Responsibility

10. Levels of Development • D1 - Low Competence, High Commitment “Enthusiastic Beginner” • D2 - Some Competence, Low Commitment “Disillusioned Learner” • D3 - Moderate to High Competence,some Commitment “Reluctant Contributor” • D4 - High Competence, High Commitment “Peak Performer”

11. Directing Style (S1):Enthusiastic Beginner (D1) • High Directive, Low Supportive • Leader defines roles of followers • Problem-solving and decision-making initiated by the leader • One-way communication

12. S U P P O R T I V E B E H A V I O R THE FOUR LEADERSHIP STYLES (High) D1-S1 Match High Directive and High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S)

13. Coaching Style (S2): Disillusioned Learner (D2) • High Directive, High Supportive • Leader now attempts to hear followers suggestions, ideas, and opinions • Two-way communication • Control over decision-making remains with the leader

14. S U P P O R T I V E B E H A V I O R THE FOUR LEADERSHIP STYLES (High) D2-S2 Match High Directive and High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S)

15. Supporting Style (S3): Reluctant Contributor (D3) • High Supportive, Low Directive • Focus of control shifts to follower • Leader actively listens • Follower has ability and knowledge to do the task

16. S U P P O R T I V E B E H A V I O R THE FOUR LEADERSHIP STYLES (High) D3-S3 Match High Directive and High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S)

17. Delegating Style (S4): Peak Performer (D4) • Low Supportive, Low Directive • Leader discusses problems with followers • Seeks joint agreement on problem definitions • Decision-making is handled by the subordinate • They “run their own show”

18. S U P P O R T I V E B E H A V I O R THE FOUR LEADERSHIP STYLES (High) D4-S4 Match High Directive and High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S)

19. S U P P O R T I V E B E H A V I O R THE FOUR LEADERSHIP STYLES (High) Situational Matching of Leadership Styles High Directive and High Supportive and High Supportive Low Directive Behavior Behavior S3 S2 S4 S1 High Directive and Low Supportive and Low Supportive Low Directive Behavior Behavior (High) (Low) DIRECTIVE BEHAVIOR MODERATE HIGH LOW D3 D1 D4 D2 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S)

20. Accuracy of Leadership Match • Leaders need to provide their people with what they can’t do for themselves at the present moment. • The effectiveness of a leader is based on the accuracy of the match between style and development level.

21. Development Level Maturity • Tell them what you want to do • Show them what you want to do • Let them try - there is some risk • Observe performance - focus on the positive

22. The Leader’s Goal • Build your follower’s development level so you can start using less time-consuming styles (S3 and S4) and still get high quality results.

23. Broader conceptualization of leadership • System thinking • Visioning • Facilitating learning • Empowering followers

24. Empowerment • Create a clear vision, goals, and accountabilities • Equip followers with the resources, knowledge, and skills • Delegate leadership and decision- making

25. Transactional leadership • “I’ll provide what you want if you’ll give me what I want” • The objective of leadership is to get followers to comply with the rules of the game as it is currently being played

26. Transformational leadership • Transformational leaders are more concerned with changes than exchanges • They motivate followers to take on difficult goals they normally would not pursue and to adopt the value that work is far more than the performance of specific duties for specific rewards • Followers are not contractual but empowering

27. Transactional and transformational leadership

28. Charismatic Leadership • Charisma is derived from a Greek word meaning divinely inspired gift or state of grace • Charismatic leadership is a distinct social relationship between the leader and follower, in which the leader presents a revolutionary idea, a transcendent image…the follower accepts this course of action not because of its rational likelihood of success, but because of an effective belief in extraordinary qualities of the leader

29. Conger & KanungoFive Factors of Charisma 1. Seen to be sensitive to environment 2. Seen to be sensitive to follower’s needs 3. Seen to have vision & ability to articulate 4. Willingness to take personal risk 5. Some degree of unconventional behavior

30. Characteristics of charismatic leaders • Charismatic leaders through role modelling "represent the values and beliefs to which they want followers to subscribe" • They build positive images and express ideas that appeal to followers ideologically • They set high expectations and are confident that followers can reach them • They arouse emotional responses in followers relative to achieving the goals

31. Charisma & Transformation • They know When situation demands transformation • They have vision of where to go • Charismatic leader “transforms” the nature of the work • Making it appear more meaningful • More correct • More heroic • Validates follower’s self-esteem/worth

32. Thank You ! Any Question ?