Leadership is a complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent. A person carries out this process by applying their leadership attributes including beliefs, values, ethics, character, knowledge, and skills. Although a position as a manager, supervisor, and director might give a person the authority to accomplish certain tasks and objectives in the organization, this does not make them a leader, it simply makes them the boss. Leadership creates situations where people want to achieve high goals and objectives, while on the other hand, bosses tell people to accomplish a task or objective.
The Situational Theory of Leadership, Four Framework Approach, The Blake and Mouton Managerial Grid and the Servant Leader Model will be summarized and, if applicable, the supporting research with be evaluated. These four theories and models were chosen based on the interest of the writer and will be assessed in terms of effectiveness.
The foundational research will be examined and points of convergence or divergence will be revealed. A conclusion will be drawn as to if each theory or model has the ability to address contemporary leadership. Situational Leadership Model The Hersey-Blanchard Situational Leadership Model was formed in 1969 on previous leadership research. This theory suggests that leadership style should be matched to the maturity of the subordinates. Maturity is assessed in relation to a specific task and has two parts. Psychological maturity addresses the self-confidence and ability and readiness to acceptModels 3responsibility of the subordinate and job maturity is comprised of the subordinates relevant skills and technical knowledge (Norris, 1992).
Hersey and Blanchard chose six components and from these previously researched premises molded a theory that emphasized the maturity level of the workers. The six...