MGT 601
Situational Leadership Theory and Organizational Leadership
The University of Arizona Global Campus
MGT 601: The Functions of Modern Management
Situational Leadership Theory and Organizational Leadership
According to Blanchard, Zigarmi & Zigarmi (1985, as cited in Bierman, Ferrell &
Ferrell, 2016), “situational leadership theory is the premise of which that a leader’s style should
be contingent on subordinates’ skills and dedication” (sect. 11.4). Situational leadership requires
successful and influential leaders, managers, executives, department heads, and so forth to adjust
their leadership style to best suit their subordinates instead of having the subordinates alter their
activities to best suit a given circumstance. This paper will clarify why situational leadership
theory is useful and relevant in developing an influential leadership culture. It will also examine
the three theories of situational leadership and each theory's strengths and weaknesses when
leading staff in the organizational environment.
Situational Leadership Theory
“The situational leadership theory (SLT) is similar to most other contingency theories in
its assumption that effective leadership depends upon the ability of the leader to accurately
diagnose situational conditions and to responds with appropriate combinations of behaviors”
(Goodson, McGEE & Cashman, 1989). Situational leadership adjusts to the ever-changing
workplace and gauges which leadership style best suits its environment. Situational leadership is
utilized in organizations around the globe that wants to accomplish the following: establishing
individuals and workgroups, developing a rapport to draw out the best within the groups, and
utilizing an established leadership style that can cross function across all areas of the association.
Situational leadership theory has various concepts. There are four different leadership
styles: directive, supportive, coaching, and delegating. “Directive behaviors involve telling a
, subordinate the how, what, when, and where of a task and closely supervising its
accomplishment” (Bierman, Ferrell & Ferrell, 2016, sect. 11.4). With a directive style, it has high
oversight with low support. Directive behavior or leadership style is often necessary to complete
a task or show a new employee how to perform. “Supportive behaviors entail listening to
subordinates, supporting, and encouraging their progress” (Bierman, Ferrell & Ferell, 2016, sect.
11.4). Supportive behavior or leadership style lets their subordinates be part of the group,
initiating an active role in making decisions and producing ideas with less supervision from the
manager. With supportive behavior, it has high support with low oversight. Coaching consists of
back and forth dialogue between the leader and their subordinates. “A coaching leadership style
involves both high oversight and high support. Managers can coach employees with fairly high
levels of direction as well as high levels of support to deal with their waning dedication”
(Bierman, Ferrell & Ferrell, 2016, sect. 11.4). With coaching, it helps build rapport, confidence,
learning opportunity, inspire and motivate the employees. “The most highly competent
employees are both skilled and committed. A delegating style of leadership characterized by low
support and low oversight is appropriate for these employees” (Bierman, Ferrell & Ferrell, 2016,
sect. 11.4). The manager has full confidence in their workgroups to complete a task with little to
no oversight and takes a more hands-off approach with delegation.
According to Bosse et al. (2017), “situational approaches to leadership focus on the
behaviors that the leader and followers show in different situational contexts. It is posed that
leaders can increase their effectiveness by education, training, and development” (p.605).
Leaders must be consistent and flexible with their employees and tasks. Situational leadership is
useful and relevant in developing effective leadership because no one particular style is best used
in any and all situations. This leadership style varies depending on the situation, individual, or
workgroups needed to achieve the goal.
The Three Theories of Situational Leadership and Strengths and Weaknesses
Situational Leadership Theory and Organizational Leadership
The University of Arizona Global Campus
MGT 601: The Functions of Modern Management
Situational Leadership Theory and Organizational Leadership
According to Blanchard, Zigarmi & Zigarmi (1985, as cited in Bierman, Ferrell &
Ferrell, 2016), “situational leadership theory is the premise of which that a leader’s style should
be contingent on subordinates’ skills and dedication” (sect. 11.4). Situational leadership requires
successful and influential leaders, managers, executives, department heads, and so forth to adjust
their leadership style to best suit their subordinates instead of having the subordinates alter their
activities to best suit a given circumstance. This paper will clarify why situational leadership
theory is useful and relevant in developing an influential leadership culture. It will also examine
the three theories of situational leadership and each theory's strengths and weaknesses when
leading staff in the organizational environment.
Situational Leadership Theory
“The situational leadership theory (SLT) is similar to most other contingency theories in
its assumption that effective leadership depends upon the ability of the leader to accurately
diagnose situational conditions and to responds with appropriate combinations of behaviors”
(Goodson, McGEE & Cashman, 1989). Situational leadership adjusts to the ever-changing
workplace and gauges which leadership style best suits its environment. Situational leadership is
utilized in organizations around the globe that wants to accomplish the following: establishing
individuals and workgroups, developing a rapport to draw out the best within the groups, and
utilizing an established leadership style that can cross function across all areas of the association.
Situational leadership theory has various concepts. There are four different leadership
styles: directive, supportive, coaching, and delegating. “Directive behaviors involve telling a
, subordinate the how, what, when, and where of a task and closely supervising its
accomplishment” (Bierman, Ferrell & Ferrell, 2016, sect. 11.4). With a directive style, it has high
oversight with low support. Directive behavior or leadership style is often necessary to complete
a task or show a new employee how to perform. “Supportive behaviors entail listening to
subordinates, supporting, and encouraging their progress” (Bierman, Ferrell & Ferell, 2016, sect.
11.4). Supportive behavior or leadership style lets their subordinates be part of the group,
initiating an active role in making decisions and producing ideas with less supervision from the
manager. With supportive behavior, it has high support with low oversight. Coaching consists of
back and forth dialogue between the leader and their subordinates. “A coaching leadership style
involves both high oversight and high support. Managers can coach employees with fairly high
levels of direction as well as high levels of support to deal with their waning dedication”
(Bierman, Ferrell & Ferrell, 2016, sect. 11.4). With coaching, it helps build rapport, confidence,
learning opportunity, inspire and motivate the employees. “The most highly competent
employees are both skilled and committed. A delegating style of leadership characterized by low
support and low oversight is appropriate for these employees” (Bierman, Ferrell & Ferrell, 2016,
sect. 11.4). The manager has full confidence in their workgroups to complete a task with little to
no oversight and takes a more hands-off approach with delegation.
According to Bosse et al. (2017), “situational approaches to leadership focus on the
behaviors that the leader and followers show in different situational contexts. It is posed that
leaders can increase their effectiveness by education, training, and development” (p.605).
Leaders must be consistent and flexible with their employees and tasks. Situational leadership is
useful and relevant in developing effective leadership because no one particular style is best used
in any and all situations. This leadership style varies depending on the situation, individual, or
workgroups needed to achieve the goal.
The Three Theories of Situational Leadership and Strengths and Weaknesses
