HROB 2010 Chapter 5: Chapter 5- situational approach

• School: University of Guelph
• Department: Human Resources and Organizational Behaviour
• Course: HROB 2010
• Professor: Michelle Bowring

Document Summary

One of the more widely recognized approaches to leadership is the situational approa(cid:272)h, (cid:449)hi(cid:272)h (cid:449)as de(cid:448)eloped (cid:271)y hersey a(cid:374)d bla(cid:374)(cid:272)hard (cid:271)ased o(cid:374) reddi(cid:374)"s 3-d management style theory. The situational approach has been refined and revised several times since its inception. The situational approach focuses on leadership in situations. The premise of the theory is that different situations demand different kinds of leadership. To be an effective leader requires that a person adapt his or her style to the demands of different situations. The situational approach stresses that leadership is composed of both a directive and supportive dimension and that each has to be applied appropriately in a given situation. A leader must evaluate their followers and assess how competent and committed they are to perform a given goal. Situational leadership suggests that leaders should change the degree to which they are directive or supportive to meet the changing needs of followers.