Blanchard Hersey Situational Leadership

Blanchard and Hersey are two figures who are very familiar with leadership theory. They are the ones who developed the theory known as Blanchard Hersey situational leadership.

When it comes to leadership, most people will think about the relationship between the manager and the people (subordinates) who report to him. In fact, leadership is not just talking about the relationship alone. Leadership speaks of a very broad aspect.

For decades, many studies have been conducted on leadership, including features, attitudes and behaviors. This study was conducted through direct observation of leaders who considered successful in leadership.

One of the most useful results of the study is the study by Kenneth Blanchard and Paul Hersey. These two men have been instrumental in complementing the existing leadership theories. They examine approaches based on specific situations on style and situational leadership.

To understand the theory, we can refer to Kenneth Blanchard's study. The concept of theory Situational leadership is a theory that has been widespread since more than a decade ago. This proves the theory is truly acknowledged for its practical use.

This theory is also considered able to understand better and provide easy instructions on how to manage and motivate people. This concept was first formulated by Paul Hersey and Kenneth Blanchard in 1969.

Then, this theory is described fully in their famous textbook, Management of Organizational Behavior: Utilizing Human Resources: (Paul and Kenneth, 1982: 221). This short paper is the latest formulation of Kenneth Blanchard himself about situational leadership after further developing it with his colleagues at Blanchard Training & Development Inc. (BTD).

This review they use in various training programs and management consultations around the world. Blanchard Hersey situational leadership is now widely tried by people. Basically, almost every time someone tries to influence the behavior of others. It is featured in a form of leadership action.

Thus, it can be concluded that leadership is a process of influence. If an interested member develops the ability of its members and builds a work climate that is able to inspire them to achieve a high level of productivity over the long term, one needs to review it in its own leadership style.

The style of leadership is the pattern of behavior displayed when one tries to influence the behavior of others, as they themselves think so. If the view of his behavior is so interesting and important, that is not how much compared with their views that will be affected.

During this time, if people talk about leadership, they mark it in two opposite poles, namely: Authoritarian leadership (self-directed and governing) on the one hand, and democratic leadership (encouraging and supportive).

Autocratic leadership is based on the position of ownership of power and authority, while democratic leadership is more associated with personal power and the role of members led in the process of problem solving and decision-making.

In this regard, Tanem-baun and Schmidt, in their classic writings at the Harvard Bussines Review, (Robert and Werren, 1957: 222) state that these two qualities of leadership are autocratic and democratic. That is, two styles of leadership in a continuum line from a highly autocratic leadership at one end and a very democratic leadership on the other.

The Situational Leadership Theory

The Situational Leadership Theory or also known as Blanchard Hersey situational leadership is a leadership theory developed by Paul Hersey and Ken Blanchard.

This theory approach was born because the theory of nature and behavioral approach was not much to give answers in the style of leadership. Why is that? Because the success of a leader is not only influenced by factors derived from him, but also other variables.

These variables include the organization's vision and mission, the nature of the work, the organizational environment as well as the individual characteristics involved in the organization. This approach provides a great deal of meaning to leaders in practice, namely by incorporating overall situation considerations into the design of activities.

This is because the leader is a product of the situation. The theory formulated by Hersey and Blanchard (1992-1997) is the latest development of the leadership of the fictional or fiedler model developed By Paul Hersey and Kenneth Blanchard originally called Life Cycle Theory.

Further research shows that leadership behaviors tend to vary from situation to situation. In situational leadership, the leader must be able to properly diagnose the situation, so the leader must be able to: Change the behavior according to the circumstances and conditions, and Treat subordinates according to their different levels of maturity.

Based on the above description, it can be concluded that leadership behavior tends to vary from situation to other situations. The patterns of behavior vary according to the circumstances.

Read also: Building Leadership Skills in Adolescents

Basic Behavior of Situational Leadership

There are four basic behavioral trends in leadership situations with the following characteristics:

1) Type of Directive (Telling)
This type is more focused on one-way communications. Leaders restrict the role of subordinates, show what subordinates, when, and where the work is carried out. Problem solving and decision making are the responsibility of the leader and submitted to subordinates. This type is often referred to as the type of telling.

2) Consultative Type (Selling)
Provision of directive is large enough and sets the decisions. Two-way communication, leaders will listen to complaints from the subordinates in decision-making. But the decision remains in the hands of the leadership.

3) Participatory Type
The role of subordinates and leaders in making a balanced decision. Two-way communication, increasingly enhanced, leaders argue that subordinates have enough skill and knowledge to complete the task.

4) Delegative Type
The leader discusses the problems faced by subordinates then delegates decision-making to his subordinates. Even given the right to determine the steps how the decision is implemented. Subordinates are considered to have the ability and are highly trusted.

Among the four types, do you know, which one is best? The type best if the leader can adjust his leadership type to the situation he faces. Situations here include time, job demands, subordinate ability, leadership, coworkers, abilities and expectations of subordinates, organizational goals and subordinate goals. The situation also concerns the level of maturity of subordinates.

Briefly the relationship between the behavior of superiors with the level of maturity of subordinates are as follows:

1) If subordinates are in low-level maturity, then the effective leadership behavior is instruction (Telling).

2) Leaders must focus on task-oriented behavior and not use. Behavior of many oriented to the relationship of work (relationship oriented). In other words the leader must be the director and autocratisse level in determining the role of subordinates and setting targets, standards and procedures.

His subordinate high maturity is his most effective leadership behavior is consulting (selling).

3) Leaders should focus their task-oriented behavior instead of using relations-directed behaviors. In other words the leader must be autocratic in determining the objective, standard and procedure.

Leadership of the type of participation will be suitable to be applied to the subordinates whose maturity level moves from middle to high level. In this level of maturity, giving direction to subordinates, and organizing or organizing work is necessary.

A subordinate with a high degree of maturity of effective leadership type is a delegate. Leaders must provide delegates to subordinates to decide how tasks are done, and provide subordinate opportunities wherever possible to be independent.

A mature subordinate, they will be motivated by the need to excel and have the ability to do tasks without much connection. Mature subordinates feel confident and optimistic. From the description described above, have you understood about Blanchard Hersey situational leadership?
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