The paper 'Hersey and Blanchard’ s Situational Leadership Theory" is a perfect example of a management assignment. Different leaders possess different leadership styles, which influences how the leaders relate and connect with their subordinates (Daft et al. , 2008). The focus of this report is the application of Hersey and Blanchard’ s situational leadership theory by a middle-level supervisor working in a department with more than two hundred subordinates. The theory is meant to help resolve current challenges affecting the performance and efficiency of the department. According to Hersey and Blanchard’ s situational leadership theory, a leader can apply different styles of leadership such as supportive leadership style, directive leadership style or participative leadership style (Daft et al. , 2008).
It is important for leaders to adapt their style of leadership to developing the performance of their subordinates depending on how willing and ready the subordinates are to attaining the assigned roles and responsibilities as supported by Daft et al. (2008). The report shall apply the Hersey and Blanchard’ s situational leadership theory in dealing with the departmental issues using a three-step process as follows: Situation diagnosis The department has more than two hundred employees.
Since there are no known training issues, supply challenges and lack of necessary work experience and skills, the only notable issue is the leader in charge of the department and the type of leadership that is used in managing, directing, planning, coordinating and supervising the workforce. Results for the previous performance appraisal carried out by the previous supervisor indicate that although the department is fully equipped with modern equipment, the labor force seems lazy and non-performing. Managing the problem Since quick results are required to deal with the issues at the department, the assigned leader must focus on improving the leadership in the department and in so doing, help improve the performance or work output of the department, which is important in achieving the overall organizational success.
Therefore, the first step in dealing with the leadership issues is to apply directive leadership in the first thirty days and when changes in the performance of the workers in the department are noticed, other styles of leadership such as the participative and supportive style of leadership shall be applied. Directive leadership entails carrying out various departmental activities, which guides and structures the conduct and actions of team members (Northouse, 2009).
Firstly, leaders applying directive leadership must establish the needs of the subordinates for information and direction during the performance of roles and tasks and offer the required support to meet these needs (Northouse, 2009). At this juncture, the emphasis is placed on timing and the suitability of directive leadership behaviors. There are roles and responsibilities that require structure and guidance during the goal-setting phase while there are others that need performance feedback and elucidation in execution time (Northouse, 2009).
Similarly, there are subordinates that need technical guidance from the departmental leader while there are those that require guidance in how they can link their work to those of their group members. The two most fundamental skills required when applying directive leadership is effective communication and technical proficiency as highlighted by Northouse, (2009). Secondly, it is important to set mutually agreed departmental goals and objectives and deadlines (Northouse, 2009). Using clear, measurable, realistic, time-bound and specific goals and objectives and strong supervision with flexibility in implementing the order will help improve employee relationships and will help the group members in the department to better accomplish tasks within set timelines.
In addition, a schedule indicating all tasks and tasks timelines offers each group member within the department an opportunity to understand what is expected of them, which is crucial in helping them manage their time and plan their task performance more efficiently (Northouse, 2009).
Daft, R.L., & Lane, P.G. (2008). The Leadership Experience + Infotrac. London: Cengage Learning.
Furnham, A. (2005). The Psychology Of Behaviour At Work: The Individual In The Organisation. New York: Psychology Press.
Lussier, R.N., Achua, C.F., & Lussier, R.N. (2009). Leadership: Theory, Application, & Skill Development. London: Cengage Learning.
Northouse, P.G. (2009). Leadership: Theory and Practice. Sidney: SAGE.