Paul heresy and ken Blanchard have developed a leadership theory that has gained a strong following among management development specialists. This model called situational leadership theory. It is a contingency theory that focuses on followers' readiness/development level of follower and leader behavior/leadership styles, it created by Hersey and Blanchard (see Exhibits 1.1 or 1.2). These two approaches concern for production and concern for people, together show that there is no best style of leadership.
The four leadership styles/leader behavior, According to Paul Hersey, a situational leader adapts "leadership behaviors to features of the situation and followers." There are four styles:
S1: The "telling style"/directing (high task-low relationship). The leader defines roles and tells people what, how, when, and where to do various tasks. It is appropriate when the members are new or inexperienced, and need a lot of help, direction, and encouragement to get the job done.
S2: The "selling style"/coaching (high task- high relationship).
The leader provides both directive and supportive behavior. It is useful when group members are a little more responsible, experienced, and willing to do the task but do not have the necessary skills. S3: The "participating style"/supporting (low task-high relationship). The leader and follower share in decision making; the main role of the leader is facilitating and communicating. It is a supportive style used when groups have the ability to do the job but may be unwilling to start or complete the task.
S4: The "delegating style" (low task-low relationship). The leader provides little direction or support. It is useful when group members are willing and able to take responsibility for directing their own behavior.
In sum up, Hersey and his theory focus on the followers' behavior and define which style is appropriate, rather than the complex thinking and idea in mind of...