THE HERSEY BLANCHARD MODEL (SITUATIONAL LEADERSHIP)

THE HERSEY BLANCHARD MODEL (SITUATIONAL LEADERSHIP)

HOW TO SUCESSFULLY MANAGE EMPLOYEES

Over the last hundred years organisational theory has taken many different tunes. man is a machine and should be treated as such (Taylor Ford). Paying attention to social factors, and not objectively regulated working conditions, leads to th best results (Hawthorne). Organisations can regulate themselves (Clarke, Farley). A strategic management, i.e. division of the organisations into primary and secondary activities, leads to success (Porter).

A rather different theory was put forward by Paul Hersey and Ken Blanchard, who suggested that the most important thing is to adapt one’s style of leadership to the situation at hand. This ‘situational leadership model’ distinguishes between:

1. Instructing. When they are starting a job, employees need strong leadership. When they are new their level of commitment is usually high, but their level of expertise is still low. Employees are given orders and instructions.
2. Coaching, The employees’ level of expertise has risen. Because of stress and loss of initial euphoria at starting a new job, their motivation and commitment levels have fallen. The employees are asked questions, and they look for answers themselves
3. Supporting. The level of expertise has risen sharply. The level of motivation can vary: either it has gone down (employees may resign) or it has gone up as as a result of being given more independence (employees are encouraged to come up wit their own ideas).
4. Delegating. Employees are fully in control of their work. The elev. of motivation is high. They are given their own projects and lead their own teams.