Organizational Behavior (Stephen Robbins)

Fiedler stated that the better the leader-member relations, the more highly structured

the job, and the stronger the position power, the more control the leader has. He suggested

that task-oriented leaders perform best in situations of high and low control, while rela-

tionship-oriented leaders perform best in moderate control situations.^20 In a high-con-

trol situation, a leader can “get away” with task orientation, because the relationships

are good and followers are easily influenced.^21 In a low-control situation (which is

marked by poor relations, ill-defined task, and low influence), task orientation may be

the only thing that makes it possible to get something done. In a moderate-control sit-

uation, the leader’s relationship orientation may smooth the way to getting things done.

Hersey and Blanchard’s Situational Leadership Theory

Paul Hersey and Ken Blanchard have developed a leadership model that has gained a

strong following among management development specialists.^22 This model—called

situational leadership theory (SLT)—has been included in leadership training programs

at more than 400 of the Fortune500 companies; and more than one million managers a

year from a wide variety of organizations are taught its basic elements.^23

SLT views the leader-follower relationship as similar to that of a parent and child. Just

as a parent needs to give up control as a child becomes more mature and responsible, so

too should leaders. Hersey and Blanchard identify four specific leader behaviours—from

highly directive to highly laissez-faire. The most effective behaviour depends on a fol-

lower’s ability and motivation. This is illustrated in Exhibit 8-5. SLT says that if a follower

is unable and unwillingto do a task, the leader needs to give clear and specific directions (in

other words, be highly directive). If a follower is unable and willing,the leader needs to dis-

play high task orientation to compensate for the follower’s lack of ability, and high rela-

tionship orientation to get the follower to “buy into” the leader’s desires (in other words,

“sell” the task). If the follower is able and unwilling,the leader needs to adopt a supportive

and participative style. Finally, if the employee is both able and willing,the leader does not

need to do much (in other words, a laissez-faire approach will work).

264 Part 4Sharing the Organizational Vision

situational leadership theory
(SLT) A theory that proposes that
effective leaders adapt their leader-
ship style according to how willing
and able a follower is to perform
tasks.

Able and

willing

Able and

unwilling/

apprehensive

R4 R3

Unable and

willing

Unable and

willing

Unable and

unwilling/

insecure

Unable and

unwilling/

insecure

High Moderate Low

Task behaviour

Leader Behaviours

Selling

Telling

Delegating

Participating

Relationship behaviour

(Low) (High)

S 4

S 3 S 2

S 1

(High)

Follower Readiness

R2 R1

EXHIBIT 8-5 Hersey and Blanchard’s Situational Leadership Theory