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CREATING EFFECTIVE LEADERS THROUGH SITUATIONAL LEADERSHIP APPROACH

MWAI, Esther

Bachelor’s Thesis May, 2011
Degree Program in Facility Management, Tourism, Catering and Domestic services

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Table of content

1. Introduction…………………………………………………………………...3 2. Situational Leadership (SL)……………………………………………….....4 2.1Situational leadership model………………………………………………......4 2.1.1 Development level……………………………………………………....5 2.1.2 Leadership styles…………………………………………………….…..6 2.2 Implementing situational leadership……………..…………………………...10 2.2.1 Implementation steps…………..…………………………………...…...11 2.2.2 Leaders diagnosis…………….……………………………………….....12 2.3 Defining competence and commitment………………………………………12 2.4 Discussion………………………………………………………………….....13 3. Effective leadership………………………………………………………….14 3.1 Definition of effective leadership…………………………………………....14 3.2 Effective leadership at workplace…………………………………………....15 3.3 Effective leader in time of change…………………………………………...16 3.4 Change curve………………………………………………………………...17 4 Methodology…………………………………………………………………..18 4.1 Research questionnaire….……………………………………………………19 4.2 Execution……………………………………………………………………..19 4.3 Results………………………………………………………………………..20 5. Conclusion…………………………………………………………………….23 Reference…………………………….…………………………………………..28

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Figures
Fig 1……………………………………………………………………………..9 Fig 2……………………………………………………………………………..17 Fig 3……………………………………………………………………………..20 Fig 4……………………………………………………………………………..21 Fig 5……………………………………………………………………………..21 Fig 6……………………………………………………………………………..22

Appendix 1……………………………………………………………………25

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1. Introduction
Faced with rapid changes and the need for effective leaders, It is not necessary to reinvent leadership models and theory as there classic models already existing and are useful today as they were when they were first developed. The Hersey and Blanchard model, for example, shows us different leadership styles and that as leaders we need to change the leadership styles to suit the followers, which is the only way for us to be effective. This thesis will point out how to be an effective leader through a situational leadership model, how the student’s, as leaders can learn to be flexible in leading the followers’ hence being situational leader and not just ‘bosses’. As a leader identifying and understanding the development level of the followers is important, the thesis identifies and explains the different development levels of the follower in a working environment as well as leadership style which matches the situation at hand. To quote a famous author (Ken Blanchard) “In the past, a leader was a boss. Today, leaders must be partners with their people’’. In today’s world, leaders need a way to deal, manage and resolve different issues arising at work in order to build the kind of organization which is positively effective. This thesis targets all those who would like to be future effective leaders. With the help of the questionnaire which had 8 case studies, the results showed that, MFA students do not have an understanding of what a situational leadership model is. By the end of the thesis, students will have an idea about situational leadership model and hopefully how to implement these models in a working environment. The thesis shares a useful framework, picked up by the writer from her practical training in leadership. Situational leadership teaches leaders to recognize the needs of individuals or a team, then using the best leadership style to respond appropriately. The first month was rather hard for the writer after being given a leaders’ role since she did not have past experience in leadership and had to rely on the little skills she had gained from her studies. With the help of the on-job-training at her workplace, she was able to adapt rather quickly to this methodology and apply it in a practical sense.

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2. Situational leadership

2.1 Situational leadership models
The situational leadership concept was originally...
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