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🧱 2️⃣ 📖 2️⃣ - Coggle Diagram
🧱 2️⃣ 📖 2️⃣
Situational theories
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Effective in different
Orgs
Situations
Not always
Different
Challenges
Values
Sectors
Skills
Cultures
Expectations
Groups
Challenge one-size-fits-all approaches
Intergrated model of situation, behaviour & skills
Hersey-Blanchard situational leadership theory
Hersey et al (2007)
Groups
Commitment
Matters
Competenmce
Leaders behavior takes into account
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Assess maturity & competence
Framework
Basic incompetence/ unwilling
Inability but willing to do
Competent but don't think they can
Ready & willing to do
Does not Taki into account
Other factors affecting
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Multiple-linkage model
Yulk (1989)
Focus
Short-term
Long-term
Affect groups
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Task commitment
Ability & role clarity
Organisation of the work
Co-operation & mutual trust
Resource and support
External co-ordination
Hersey-Blanchard multiple-linkage model (2007)
Styles
Selling
Participating
Telling
Delegating
Bring together
Assess
Result
Short
Long
Appropriate behaviour
Approach to
Problem-solving
Communication
Groups
Competence
Commitment
Factiors that affect
Situation
Focus of result
Affects
Focus on results
Way to behave to achive
Limitations
Models either
Vague
Complex
Simplistic
Difficult to use
How to adapt behaviours
Either in relation to
Leader
Not both
Follower
Not taken into account
How respond to leaders style
Skills-based approach
Skill
Ability to do something
To
Grenerate
Offer
Meaningful direction
3️⃣ Skills model
Katz (1974)
Skills
Human
Inderstand perceptions & assumptions
More senior leaders
Fellow leaders
Team members
Subordinates
Be aware of own
Attitudes
Views
Perceptions
How differ to others
Communicate effectively
Whole group understand
What leader means by their
Words
Behaviours
Conceptual
See enterprise as a whole
Technical
Fondation of successful leadership
Necessary at all levels
Balance altering as become more senior
Limitations
May possess skill but not use effectively
Followers not considered
& their contribution/ impact
Vague in exact balance of skills
Leadership skills model
Mumford et al (2000)
Use in leadership development programmes
Social judgment
Simlar to
Katz human skills
Problem-solving
Tensions
Different area of org wi th different goals/ priorities
Contradicting
Competing
Need to focus on
Quantifiable outcome
Qualitative outcome
Stability within org
As external environment drive s need for change
Complex
More then one at once
Find
Workable solution
At that time
Not perfect/ best solution
Problems
Short timescales
Different
Groups
Stakeholders
Information
Ambiguous
Limited
Novel
Skills
Series
Creative thinking
Gernerate ideas
Consider alternatives
Evaluation
Identify most appropriate actions
Analytical/ critical thinking
Understand problem
3️⃣-stage process
Henry & Martin (1993)
Exploratory
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Identify issues to work on
Consider from different angles/ perspectives
Evaluate situation
Idea generating
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Alternative ways to deal with situation/ issue
Implemention
Work out plan
Chosen way(s) forward
Skills
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Planning
Monitoing
Decision making
Learn from
Expeience
Previous
Building
Limitations
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External environment
Challenging
Turbulant
Behavioural approaches
5️⃣ principles of exemplary leadership
Inspire a shared vision
Change the process
Model the way
Enable others to act
Kouzes & Posner (1987, 2010)
Encourage the 💓
Leadership grid
Blake & Mouton (1985)
Based on certain assumptions
Can be changed
First step
Become aware of our own assumption
Not always aware of own assumptions
Concern for
Results
People
Drives Behaviours
Affects how followers respond
Styles
Impoverished
Middle-of-the-road
Task-first
Team
People-first
Limitations
General
Assume work across
Cultures
Orgs
If leader can behave appropriately they will
Complexities
Situation they are in
Motivation of leader
Ability to judge & asses appropriateness of the behaviour