Hersey And Blanchard´S Situational Leadership Theory Analysis

2512 words - 11 pages

Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).
The figures below (Babou, 2008) summarize the leadership behaviors that the SLT presumes are appropriate to the various stages of follower readiness. Each quadrant of the Leadership ...view middle of the document...

Each was asked to assign a candid rating to each attribute using a one-to-ten (worst-to-best) scale as well as to make notes or offer any suggestions so that I may incorporate it into my leadership style in an effort to improve the areas of weakness and become a better leader. In addition, I did a self-assessment using the same criteria. It should be noted that while Bobby offered both a ranking and narrative feedback, Katrina completed the assessment using the numerical ranking only. The results were consistent in some areas and mixed in others, but revealed some valuable information that I can use not only within the context of this course, but also as my career is better defined over time.
From my perspective, one of the most important characteristics to being a successful leader is having the ambition and desire to lead. Its importance placed it as the first attribute considered in my leadership assessment. In this area I ranked myself a nine, Katrina gave me an eight and Bobby gave me a seven. I have always had the ambition to be a leader and genuinely have the desire to do so; however, occasionally I find myself wishing were just among the followers again. This usually happens when I am buried with routine tasks like annual performance reviews or difficult circumstances like performance management. I understand these are a part of the job, but Bobby and Katrina’s ratings revealed that apparently I am letting more of my distaste for these responsibilities show than I was aware. Bobby’s feedback indicates that I do not shy away from my leadership duties and take responsibility for them. This is good, but it is clear to me that there is room for improvement in this area and that I must begin to “walk the walk” a bit more going forward.
The second characteristic in the assessment was the demonstration of confidence and intelligence. I ranked myself an eight, Bobby gave me a five and Katrina an eight. In retrospect I should have broken these items out separately because they are not mutually exclusive and it seems that having them together forced the ranking lower than they might have been independently. Separately, I would give myself a nine for intelligence and a six for confidence. I am not aware of a situation where my intelligence has been called into question, but I know that I do not consistently demonstrate the highest levels of confidence. This usually occurs when the circumstances are unfamiliar to me and I do not have any experience with the particular situation. This seems to be consistent with Bobby’s thoughts where he says that I demonstrate a lot of intelligence and confidence in areas that I have mastered, but that I seem to take a guarded approach when things are new or out of my control. Bobby goes on to mention that I seem to be afraid to take a risk for fear of being wrong. The third item on my assessment is the demonstration of a positive attitude, which garnered the same ratings from each of us. ...

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