Blanchard Hersey Leadership Model Situational

There are many theorist are trying to develop a model of leadership theory. Among them are Hersey and Blanchard. Hersey and Blanchard developed a situational leadership model better known as the situational leadership model (SLM). Is is also known as Blanchard Hersey leadership model situational.
Situational leadership model developed by Paul Hersey and Kenneth Blanchard. The situational leadership according to Hersey and Blanchard is based on the interconnection between the following: The number of instructions and direction given by the leadership, the amount of socio-emotional support provided by the leadership and the degree of preparedness or maturity of followers indicated in the performance of specific tasks, Or a specific purpose (Thoha, 1983: 65).
From this theory, it can be concluded that this model is based on three situation variables, namely: Task Behavior, Relationship Behavior, and maturity.
1. Task Behavior
Level of guidance and direction given by the leader
2. Relationship Behavior
Levels of socio-emotional support provided by leaders
3. Maturity
Level of preparedness or maturity of followers shown in performing specific tasks, functions or specific purposes.
This leadership model is more emphasis on the level of maturity, which consists of:
Ability (job maturity)
A person who is high in work maturity has the ability to do the job.
The will (psychological maturity)
A person who does the job without direction from his boss.
A leader must know the level of maturity of his followers so that leaders can adapt the leadership to the demands of the environment in which he demonstrates his leadership.
A leader must have varied flexibility. Different needs in the subordinate make him must be applied differently, although many practitioners who consider it impractical that in every decision making. In a real condition, a leader must first consider each variable situation.
Individual maturity in the blanchard hersey leadership model situational is distinguished in 4 categories of maturity each of which has the following differences in maturity:

1) M1: Member maturity level is low

Characteristics members are disable and do not want to carry out the task, it is mean that the ability of members in carrying out low duties and members are also not willing to be responsible.
It is caused by duties and occupied positions are far from the ability, do not understand what the relationship between task and organizational goals, have something to expect but not in accordance with availability in the organization.

2) M2: Low member maturity level to Medium or Moderate Low

Characteristics members are disable to carry out but want to be responsible, that is, although the ability in carrying out their duties is low but have a sense of responsibility so that there are efforts to achieve. They are convinced of the importance of the task and know exactly what goals to achieve.
It is caused by members that have not experienced or have not attended training and education but have high motivation, occupy a new position where high morale but new fields and always trying to achieve achievement, have expectations in accordance with the availability of existing in the organization.

Read also: About Blanchard Leadership Styles

3) M3: Maturity level of moderate to high or moderate high members

Characteristics members are able to implement but do not want. Those who have the ability to carry out the task but because something is not sure of success so that the task is not implemented.
The reason is members feel disappointed or frustrated for example: just experienced over the job and not satisfied with the new placement.

4) M4: High Members Maturity Level

Characteristics members willing and able, namely: have a high ability in completing tasks or solve problems and have high motivation and great responsibility. They are experienced and have a high ability in completing the task. They get the satisfaction of his achievements and are sure to always succeed.
This theory uses two dimensions of leadership that is the behavior of task and relationship behavior and developed into four leadership behaviors. Here are the four behavior of blanchard hersey leadership model situational :
• First, instruction is for followers who are low maturity, people who are unable and willing to have responsibility for doing something are incompetent or do not have confidence. Such subordinates still need direction and support, still need guidance from superiors about how, when and where they can execute their responsibilities / duties.
• Second, consultations are for low to moderate maturity, people who can not afford but are willing to assume responsibility have confidence but lack skills. Leaders / leaders need to open two way communications (two way communications), which is to assist subordinates in improving their work motivation.
• Third, participation is for the level of maturity from moderate to high, people at this level of development have the ability but are not eager to do something given task. To increase work productivity, in this case the leader must actively open two-way communication and listen to what is desired by subordinates.
• Fourth, delegates are for a high degree of maturity, people at this level of maturity are capable and willing, or have the confidence to assume responsibility. In this case the leader does not need much support or direction, because subordinates are aware of how, when and where they should carry out their duties or responsibilities (Thoha, 1983: 74-76).
Our discussion this time about blanchard hersey leadership model situational is complete. Hopefully this article useful.
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