[Organisations and Behavour] Leadership Styles

Topics: Management, Leadership, Situational leadership theory Pages: 4 (1140 words) Published: May 6, 2013
The usefulness of Hersey and Blanchard (1969) leadership styles There are three principle leadership styles. They are Goleman’s providing six management styles for leaders to work more efficiently with followers based on situation (Hoang, 2010) and Blake and Mouton’s in which the combination between the concern for people and for production is presented and result in the effective management style (BPP learning media, 2010). Moreover, the Hersey and Blanchard’s studies how “leaders match their style to the competence and commitment of subordinates” (Hoang, 2012, p.15). Firstly, in the aspect relating to follower, Hersey and Blanchard started concerning about them more than existing theories such as “Great man” theory and Blake and Mouton’s. While “Great man” theory only focuses on the necessary personality of the leaders then Blake and Mouton’s theory just talk about people in general, Hersey and Blanchard’s concentrate more specifically on followers especially the development level of followers based on competence and commitment. However, this theory is not as effective as Goleman’s when he provided more specific situations which combine the ability and relationship of followers with the leaders. Secondly, Hersey and Blanchard’s theory mentioned about the directive (task) and supportive (relationship) behaviours. It considers whether the behaviours are high or low then put them into directive, supportive, coaching or delegating (Slocum, et al, 2001). It is not like the Blake and Mouton’s, which focuses directly on outcome desired as the combination between task and people but lack of practical. Finally, different contingency is also an important aspect that mentioned in the theories. Based on the different follower readiness, Hersey and Blanchard provided four particular leadership styles such as directing which use high directive and low supportive for unwilling and unable follower or delegating that low relationship and task used for subordinates who are...
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