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Background
Hersey and Blanchard's (1982) model for situational leadership has gained widespread acceptance. It has been used in management training, particularly on Blanchard's (1985) version. On the other hand, it has also been subject to criticism, for instance by Nicholls (1985, 1986). The Norwegian Institute of Management (NILA) has used this method in their training, and also found some weaknesses in it. I was therefore asked to develop the following alternative model.
Hersey and Blanchard's model rests on the following basic assumptions:
* There is no single all-purpose leadership style. What is appropriate in each case depends on the follower (or subordinate) and the task to be performed.
* The leader's behaviour has two independent main components: directive behaviour and supportive behaviour.
Directive behaviour is characterized by the leader giving detailed rules and instructions and monitoring closely that they are followed. The leader decides what is to be done, how it is to be done and when.
Supportive behaviour is characterized by the leader listening, communicating, recognizing and encouraging. The behaviour rests on mutual respect and trust, understanding and openness, and close human contact and warmth.
Different degrees of directive and supportive behaviour, as well as combinations, can be depicted as shown in Figure 1. (Figure 1 omitted) The plotted example illustrates high directive and low supportive behaviour.
The four quadrants with their different combinations thus represent the four different leadership styles:
(1) Directing.
(2) Coaching.
(3) Supporting.
(4) Delegating.
It may be appropriate to use different styles with the same follower when she/he is performing different tasks. This...