Situational Leadership Theory Analysis

The situational leadership was developed and studied by Hershey & Blanchard in late 1960. It is the most acclaimed, utilized and effective leadership and influential tool in the history of the behavioral sciences (Situation.com). The situational leadership model is flexible tool, which enables different types of leaders and management to influence others effectively. This model stresses on the importance of the relationship between the leaders and the followers, but serves as a framework while analyzing every situation regarding the readiness level, which follower display, amount leadership and social economic support that leaders provides (Situation.com).
There are four core leadership competencies that situation, leaders must learn to demonstrate thorough understanding of the situation one is trying to influence, adjustment while responding to the contingencies situation, interacting with others using the approach they can understand and accept and managing the movement(Sitaution.com). The four core competencies is known as Diagnose, Adapt, Communicate and Advance.
The situational leadership theory comprises of the two pillars known as leadership style and maturity level. But Hersey and Blanchard suggested that four maturity levels of the group are as follows:
“M-1: basic incompetence or
Situational leaders play a significant role in employee retention. Because the situational leader promotes high morale and support which help organization in reducing turnover (Media & Kelchner, 2015). Situational leader uses the structure which represent its best effort while aligning internal activities with outside pressure and opportunities (Bolman & Deal, 2013). Applying situational leadership while providing a support working environment for every skill levels can increase productivity (Media & Kelchner,