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Situational Leadership Style Summary/Assessment Adapted from: Hersey and Blanchard Self-assessment questions: Read through the Situation questions and then choose the response (only one) from the corresponding Alternative Action statements that most appeals to you or that you feel seems the most characteristic of you. Please Tell. Leadership has to provide explicit direction and supervise work closely. Often used in managing new team members. Situational leadership, while not limited to the business world, is more likely to be applied in business settings because the qualities of this leadership strategy align closely with basic business principles. STYLE 4 - DELEGATING, EMPOWERING or MONITORING. Style 4 or a delegating leadership style, is another "follower-driven" leadership approach that is characterized by low amounts of both Task and Relationship Behavior. The follower can perform the task at a sustained and acceptable level and is both confident and motivated to do so. Situational Leadership®. Features of The Situational Leadership Model The Situational Leadership® model is sophisticated. Its notable features are briefly that the model: 1. Focuses on followers, rather than wider workplace circumstances. 2. Asserts that leaders should change their behaviour according to the type of followers. 3. A Field Test of Hersey and Blanchard's Situational Leadership Theory . × Close Log In. Log in with Facebook Log in with Google. or. Email. Password. Remember me on this computer. or Full PDF Package Download Full PDF Package. This Paper. A short summary of this paper. 28 Full PDFs related to this paper. the Situational Leadership® Model has enabled leaders at all levels of the organization to more effectively influence others. HISTORY & BACKGROUND Developed by Dr. Paul Hersey in the late 1960s, Situational Leadership® is frequently referred to as "organized common sense." Dr. Hersey's original Situational Leadership® Model They are associated with independent variables, situational leadership and self-efficacy and the required to be retained include (1) participating, (2) telling, (3) achievement, (4) solutions, (5) self-confidence, (6) working hard, (7) self-ability, (8) goals, (9) work quality, and (10) performance while the 7 prioritized for improvement are (1) Steps in the Situational Leadership Process, 1. Make an overview per employee of his/her tasks, 2. Assess the employee on each task (D1D4) 3. Decide on the leadership (management) style per task (S1S4) 4. Discuss the situation with the employee, 5. Make a joint plan, 6. Follow-up, check and correct, Situational Leadership defines readiness as the ability and willingness or a person to take responsibility for directing their own behavior. These variables of readiness should be considered only in relation to a specific task to be performed. That is to say, an individual (or a group) is not at a level of readiness in any total sense. People te Each situation has three possible actions that you might take. Read each carefully. Think what you would do in each situation. Then circle the letter of the possible action that you think most clo