The paper "Hershey-Blanchard Model, Fiedler Contingency Theory, Charismatic Leadership " is a good example of a management assignment. According to Fiedler Contingency Theory, the situational control of a leader is dictated by three elements; positioning power, leader/member relations, and structure. The important element of Fiedler Contingency theory is that different situations have different styles of leadership. So, the leadership style depends on a certain situation; for instance, if fast decision making is the situation, a leader with a high least preferred co-worker (LPC) will succeed. On the other hand, in a high production situation, a low LPC leader is can manage this well since the leader cares less concerning whether the workers are comfortable with his or her doings.
After the leader has determined his/her style of leadership, there will need to determine the situational control required for a certain situation. As mentioned by Fiedler, the capability of controlling the group situation is very imperative for a leader, for the reason that only leaders having situational control are assured that their suggestions, as well as commands, will be executed by their followers.
So, leaders who cannot take control of the situation of the group should not be certain that their followers will carry out their orders. Question 2 Hershey-Blanchard model states that there exists no ideal style of leadership and leaders who are successful change their styles with regard to their ‘ follower maturity’ . So, follower maturity is established through the confidence and ability of the group they are trying to lead. Therefore, the Hershey-Blanchard model suggests that leaders manage different follower maturity levels by changing their relative focus on relationship behaviour and tasks. As pointed out by the model, these results in four styles of leadership; delegating style is a low-relationship, low-task style, whereby the group is allowed by the leader to be responsible for task decisions.
Besides that, participating style is a high-relationship, low-task style stressing on the shared decisions as well as ideas. Selling style is a high-relationship, high-task style, wherein the leader tries to sell his or her ideas through clarifying task directions persuasively. Lastly, telling style is a low-relationship, high-task style whereby explicit directions are offered by the leader to his/her followers, and then monitors the work closely. Question 6 A charismatic leader can be defined as leaders who attract followers through charm and personality.
Charismatic leadership is good because the leaders are able to sell the vision successfully, whereby the leaders inspire their followers’ to be the best in the work environment. Such leaders also drive results, in that, they can persuade their followers to pass through a hard time so as to achieve certain results, and this enables them to gain results and frequently get things done. On the other hand, charismatic leadership is bad because it promotes groupthink.
Since charismatic leaders are very popular, and as a consequence can make members of the team suppress their own values and beliefs that can be at odds with the leader’ s values and beliefs. Besides that, this style of leadership suffers from lack of independence given that teams led by a charismatic leader always struggle to be independent since the identity of the group can become preoccupied with that of the leader together with his/her personality.