Group: mba specialization

1.A brief overview of the theory
Hersey and Blanchard formulated this type of leadership style in the year 1969 (Bass & Riggio, 2006). This type of leadership was formulated with the help of Reddin’s 3-D management style theory. According to the two experts, the major responsibility of any situational leader is to become accustomed to their individual leadership style and satisfy the followers’ needs.
To achieve the above, a situational leader should identify precisely the abilities and enthusiasms levels of his or her followers and lay down tasks, which are suitable with followers’ enthusiasms and abilities. With this leadership model, managers can choose from four leadership approaches. These approaches are characterised by combinations of task and relationship behaviour.
The situational leadership approach model categorizes a mixture of task and relationship behaviors into four quadrants. A dissimilar leadership method is required in each quadrant. In the first quadrant, high task and low relationship, the telling style is very commanding since the manager creates many contributions and least amount of relationship behavior.
Therefore, an autocratic leader would best depict this quadrant. In the second quadrant, high task and high relationship, the selling approach is also very commanding, however in a more influential behavior. Through this approach, the leader can offer substantial contributions towards task success and give emphasis to human relations.
In the third quadrant, high relationship and low task, less commands and more collaboration between the managers and the supporters’ styles are eminent. The advice-giving and agreement subtypes of participative leaders are best depicted in this quadrant. In the fourth quadrant, low relationship and low task, the manager hands over accountability for a chore to a supporter and he or she is just kept informed of the advancement.
As such, task behaviour entails employing one way of communication, delegating duties, and informing followers what is expected from them. Effective managers should know when to employ a high degree of task behaviour and when to employ a moderate degree of task behaviour depending on the circumstances (Bass & Riggio, 2006).
On the other hand, relationship behaviour requires a manager to employ two-way communication, listen, encourage, and involve supporters in decision-making processes. Just like in the task behaviour, effective managers should know when to employ a high degree of relationship behaviour and when to employ a moderate degree of relationship behaviour depending on the prevailing circumstances (Bass & Riggio, 2006).
As noted above, situational leadership style can be illustrated using four-squared matrix with distinctive phases. Based on this type of leadership style, an effective manager should be able to equalize the amount of direction given to building relationships, for the reason that individuals’ abilities and inspirations vary with time.
For instance, a situational leader ought to equalize high technology and high touch to match with vibrant times. As such, they should be passionate, honest, effective communicators, and possess appropriate judgment capabilities. Equally, situational Leadership style requires leaders to be flexible and be able to become accustomed to different situations and characters.