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Introduction
[17] Hersey and Blanchard's (1969; [18] Hersey et al. , 2001) situational leadership (SL) model is one of the most widely known leadership approaches ([4] Bass, 1990; [26] Northouse, 2004; [30] Vecchio, 1987; [34] Yukl, 2006). It has been a major factor in training and development programmes for over 400 of the Fortune 500 companies ([18] Hersey et al. , 2001). However, a literature search revealed only a handful of published, peer-reviewed studies investigating the approach. These offered only mixed support for the model. Therefore, the present study is a contribution to this modest literature. It investigates the validity of the model through the content analysis of clinical supervision (CS) sessions. This is the first time that either this methodology or this sample have been utilised to evaluate the SL model.
CS and leadership
The functions of CS include the facilitation of learning, assurance of fitness to practice and the maintenance of competence ([22] Milne and James, 2000). The processes involved in CS usually include: the development of a supervisory relationship, educational and skill development activities, with the primary focus of supervision being outcomes associated with the welfare of the patient ([29] Townend et al. , 2002).
As these definitions suggest, core commonalities exist between leadership and CS. Both occur in the context of a relationship, which usually has explicit differences in terms of power and/or expertise, the expert/leader being at least partly responsible for the actions of supervisee/follower. They both have an objective (and also an explicit agenda) of one individual influencing another. In this way, CS can be seen as an example of leadership. This is reflected in policy ([24] NHS Management Executive, 1993) where CS is interconnected with leadership; leaders providing supervision to subordinates and CS in turn facilitating leadership. These commonalities are also acknowledged within leadership literature ([19] House, 1996). As such, CS is an ideal context through which to study basic leadership processes.
Hersey and Blanchard's SL model
[17] Hersey and Blanchard's (1969; [18] Hersey et al. , 2001) SL model consists of three dimensions. Two of these are associated with leadership style: relationship behaviour (R) and task behaviour (T). These are used to produce four categories:
guiding, telling or directing (S1: low R, high T);
explaining, selling or...