research on situational leadership

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New Normal: Emergence of Situational Leadership During COVID-19 and Its Impact on Work Motivation and Job Satisfaction

Sarfraz aslam.

1 School of Foreign Languages, Yulin University, Yulin, China

Atif Saleem

2 College of Teacher Education, College of Education and Human Development, Zhejiang Normal University, Jinhua, China

Tribhuwan Kumar

3 Department of English Language and Literature, College of Science and Humanities at Sulail, Prince Sattam Bin Abdulaziz University, Al Kharj, Saudi Arabia

Khalida Parveen

4 Faculty of Education, Southwest University, Chongqing, China

Introduction

Globally, COVID-19 has caused rapid changes in the workplace (Kirby, 2020 ). COVID-19 has disrupted the standard working order of all organizations, including educational, health, business, etc. This has affected workers' motivation and job satisfaction. Suffering and challenges reduce workers' happiness and productivity (Singh and Mishra, 2020 ). Motivation at work is an essential criterion for a healthy organization, particularly in an epidemic context (Wang et al., 2021 ). We need to employ new leadership behaviors that harness uncertainty to improve employee motivation and job satisfaction. This article provides theoretical support and practical reference for organizations to cultivate situational leadership and eliminate employees' exhaustion to improve work motivation and job satisfaction.

COVID-19 and Leadership

COVID-19 has affected governments globally, and societies are experiencing an odd situation; after the global pandemic, this situation led to a global crisis that touched the aspect of our lives, including family, education, health, work, and the relationship between leaders and followers in our society (Hinojosa et al., 2020 ; Aslam et al., 2021 ; Parveen et al., 2022a ). Organization leaders play a critical role in framing employee experiences at the workplace during and after the pandemic as they adapt to work on new realities (Ngoma et al., 2021 ). The managerial level of communication of those who lead still has a substantial impact on their followers' performance, behavior, and mental health (Wu and Parker, 2017 ; Saleem et al., 2020 ; Parveen et al., 2022b ).

“New Normal” has been used since the end of World War II (Francisco and Nuqui, 2020 ). An indispensable leader knows how to do ordinary things well; an unafraid leader acts regardless of criticism and never backs down (Honore and Robinson, 2012 ). Nevertheless, the new normal in 2020 is different since the COVID-19 pandemic has affected the world's economy and education. This is an uphill battle in which education and money are at stake in a situation where people find it challenging to adjust. This shift in working and learning space is defined as the New Normal in working organizations (Mollenkopf et al., 2020 ). It is moving from a public to a private space, shifting from one-size-fits-all methods to individualized and differentiated learning, shifting responsibility. Active participation of household members is required for this learning process and for evaluating learning shifts (Francisco and Nuqui, 2020 ).

Herein, in this study, we examine: how organizations attain excellent performance in the face of the COVID-19 pandemic through a situational leadership approach?

The human resource department is one of the most important aspects of any organization. Organizations, irrespective of their form and goals, are based on various visions for the benefit of humans. Additionally, the process is by implementing its mission and is handled by humans. To achieve performance superiority, any organization should concentrate on brilliant employees. The impact of globalization on knowledge and technology progress in many different areas is incomprehensible. It is indispensable for the management of human resources to be among the most critical organizational assets since it plays a significant role in developing and achieving organization objectives (Syaifuddin and Sidu, 2019 ).

Social Exchange Theory (SET)

Organizational behavior theories such as SET (Blau, 1964 ) are the most influential approach (Cropanzano and Mitchell, 2005 ). According to SET (Gouldner, 1960 ), a good deed performed by a leader engenders positive behaviors by the opposite party (a subordinate). Leaders who serve as role models are likely to feel obligated to their duties and show greater interest in their assigned tasks (Liborius, 2014 ). Using the social exchange perspective, employees whose leaders encourage them through participative leadership behaviors, such as participation in decision-making and increased responsibility, may thrive more and offer helpful behavior toward coworkers due to this increased autonomy (Usman et al., 2021 ).

Nature of Situational Leadership

Leadership style is a person's approach to influencing others through their behavior pattern. The directive, as well as supportive behavior, compose this leadership style. A directive behavior encourages group members to achieve goals by providing direction, setting goals and providing evaluation methods, defining roles, assigning deadlines, showing how they will accomplish the objectives, and establishing timelines, which are spelled out, often through one-way communication. Group members who exhibit supportive behaviors are more likely to feel comfortable in their group, coworkers, and situation. Social and emotional support is demonstrated through supportive behaviors; supportive behaviors demand two-way communication (Northouse, 2021 ). Providing direction, implementing and monitoring plans, and motivating team members are aspects of a leadership style (Hourston, 2013 ). An organization administrator capable of adapting to the current circumstances is situational leadership.

Through a situational approach, followers advance and regress in a developmental continuum that measures the relative competence and commitment of the followers. Leaders must determine where followers are on the developmental continuum to adapt their leadership style accordingly (Northouse, 2021 ). Situational leadership is characterized by the relation between the task behavior (giving instructions, directing, guiding, and valuing) and the listening, supporting, and valuing aspects of the engagement. Combined strategies that consider individuals and the environment are advantageous for this style. Consequently, workers can maximize their learning experiences and satisfaction (Walls, 2019 ). In following a situational leader, it is not as necessary to have a charismatic leader with large numbers of followers as it is to have rational comprehension of the situation and appropriate response (Grint, 2011 ). Situational leadership requires individuals to be flexible and use their behavior according to their situation without following a set formula (Walls, 2019 ).

Work Motivation

Motivation determines what individuals do and how they do it based on what they are motivated to do (Meyer et al., 2004 ). Motivating someone to act to achieve his or her goals is a condition or circumstance that encourages and stimulates a person. As a result of solid motivation, an individual may possess energy, power, or a complex condition and the ability to move toward a particular goal, whether or not it is achieved. The motivation will be driven by both the individual (intrinsic) and his surroundings (extrinsic). According to Herzberg's theory, a motivational factor would be achievement, recognition, responsibility, progress, the work itself, and the opportunity to develop. Work motivation factors include achievement, recognition, and advancement (Syaifuddin and Sidu, 2019 ).

Job Satisfaction

The sense of comfort and pride employees experience in doing their jobs is called job satisfaction; job satisfaction is achieved by employees who feel their job is valuable and essential (Mustofa and Muafi, 2021 ). The belief in the amount of pay employees must get for the differences in rewards becomes a general attitude toward their work assessment (Castle et al., 2007 ). Besides, job satisfaction is related to what they get and expect (Dartey-Baah and Ampofo, 2016 ). Then, it will be represented by positive or negative behavior that employees showed in the workplace (Adiguzel et al., 2020 ). Several factors have influenced job satisfaction, including working hours, working conditions, payment, work design, promotions, demographic features, human resource development, leadership style, and stress level (Bhardwaj et al., 2021 ). There is a direct correlation between job satisfaction and an organization's leadership style that provides advice, praise, and assistance to employees when they face problems at work (Sapada et al., 2017 ; Phuc et al., 2021 ). Employees who are highly satisfied with their job can contribute to the organization's performance (Takdir et al., 2020 ). Employees often focus less on the duties and responsibilities of an employee than on perceived job satisfaction that encourages them to perform at their best (Aprilda et al., 2019 ).

Relationship of Situational Leadership With Work Motivation and Job Satisfaction

There is a positive correlation between work motivation and job satisfaction, and intrinsic motivation is positively correlated with job satisfaction (Alnlaclk and Alnlaclk, 2012 ). In research, it was discovered that intrinsic motivation was positively related to job satisfaction (Arasli et al., 2014 ).

Leadership and work motivation provide a positive and significant effect on job satisfaction (Pancasila et al., 2020 ). Leadership motivates and satisfies followers by helping them in a friendly way (Haq et al., 2022 ). According to several studies, situational leadership leads to increased motivation (Fikri et al., 2021 ). Situational leadership can positively and significantly affect job satisfaction and trust, respect, and pride among subordinates. Incorporating these characteristics can assist leaders in building employee commitment, raising risk awareness, articulating a shared vision, and reinforcing the importance of the vision (Al-edenat, 2018 ). The result is also in line with that of Li and Yuan ( 2017 ), who demonstrated that a leader's impact on job satisfaction is both positive and significant. According to Saleem ( 2015 ), leadership creates a significant positive impact on job satisfaction. Situational leadership is positively associated with job satisfaction (Fonda, 2015 ). In conclusion, leadership is crucial in determining work motivation and job satisfaction (Mustofa and Muafi, 2021 ).

Summary and Conclusions

Situational leadership has a positive influence on work motivation and job satisfaction ( Figure 1 ). It encourages employees to finish their jobs enthusiastically and spurs their devotion to their roles for successful job completion. This leadership style is easy to comprehend, intuitively sensible, and adaptable to various situations (Northouse, 2021 ).

Conceptual model.

Situational leadership significantly impacts job satisfaction (Shyji and Santhiyavalli, 2014 ). Assuring employee job satisfaction is a vital role of a leader in achieving organizational goals. Job satisfaction levels may vary between employees, places, jobs, and organizations (Ridlwan et al., 2021 ; Saleem et al., 2021 ). In addition to promoting exemplary employees, effective leadership promotes job satisfaction (Setyorini et al., 2018 ). Employee job satisfaction directly impacts job performance in an organization (Hutabarat, 2015 ). Employee performance is positively correlated with job satisfaction (Sidabutar et al., 2020 ). This situational approach has a prescriptive component, whereas many leadership theories are descriptive. Situational leadership, for instance, prescribes a directing style for you, the leader, if your followers are of very low competence. The situational approach suggests that you follow a supportive leadership style if your followers appear competent but lack confidence. These prescriptions, in general, provide all leaders with a set of guidelines that are extremely helpful for aiding and enhancing effective and efficient leadership (Northouse, 2021 ).

Leaders should be aware of how they lead and use appropriate styles to develop the skills of their staff while promoting satisfaction with their jobs (Carlos do Rego Furtado et al., 2011 ).

In sum, situational leadership motivates employees and improves employee satisfaction at work (Schweikle, 2014 ). The situational approach applies to virtually any organization and at nearly any level for almost any goal. There are many possible applications for it (Northouse, 2021 ). Higher productivity resulted from better leadership. In this way, job satisfaction contributes to employee performance ultimately. That means the higher job satisfaction leads to the better the employee performance (Jalagat, 2016 ). Effective leadership can result in more satisfied employees, more motivation at work, and more satisfaction with the workplace. It is worth mentioning that the theoretical understandings gained through this research will encourage future scholars to investigate how situational leaders can improve the performance of employees. An extensive empirical study is needed to understand the role of the situational leadership approach in the current pandemic circumstances. Moreover, the biggest challenge facing leadership studies right now is the lack of knowledge about the topic.

Author Contributions

SA presented the main idea and wrote the first draft of the manuscript. AS contributed to revising and proofreading the manuscript. After review, TK and KP helped us finalize the revisions and proofreading. All authors contributed to the article and approved the submitted version.

Conflict of Interest

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.

Publisher's Note

All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article, or claim that may be made by its manufacturer, is not guaranteed or endorsed by the publisher.

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What Is Situational Leadership, and How Do You Practice It?

Situational Leadership® is an adaptive style that takes into consideration current circumstances and team composition to determine the right way to lead. Instead of leading from a one-dimensional angle, situational leaders effectively guide their organizations by strategically deploying their leadership qualities . Therefore, they create better outcomes by modifying themselves to positively influence team members. 

Simply put, effective leadership isn’t one size fits all—people within an organization differ from one another. While some might need more support and direction, others may need the exact opposite. At various stages in a person’s career, or even in smaller situations, different types of leadership are needed. 

Key Takeaways

What is situational leadership, understanding situational leadership theory, explanation of situational leadership.

There are four different leadership styles paired with four levels of team members’ Performance Readiness® or maturity. In chronological order, the leadership styles rank from least ready (requiring the most amount of direction and support) to most ready (requiring the least amount of direction and support). 

Telling (S1)

Selling (s2), participating (s3).

How to practice participating:

Delegating (S4)

Top qualities of situational leaders.

The purpose of Situational Leadership is to serve others by being flexible with what employees need from the person guiding them. A situational leader is someone who shows dedication to servant leadership . For them, it’s not about the prestige or perks that come from being a leader. Instead, they want to serve others and meet their needs because that’s what is best for the team members.

Development

Problem-solving, when to use situational leadership, situational leadership works best when:, situational leadership isn’t the best option when:, examples of situational leadership, dwight d. eisenhower, 34th u.s. president and five-star general.

“Plans are worthless, but planning is everything.”

Phil Jackson, NBA Coach

“The strength of the team is each individual member. The strength of each member is the team.”

Steve Jobs, Co-Founder of Apple

“It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.”

How to Start Practicing Situational Leadership Now

Ultimately, Situational Leadership is closely connected to strengths-based leadership . Both involve assessing your team members and understanding the type of leadership that suits them best. As you do this, your whole team will work more effectively together.

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Situational Leadership® Theory In Plain Language: The Landmark Model From Paul Hersey and Ken Blanchard

Human resource and training professionals seem to jump from fad to fad and are often guilty of burning through large sums of money reinventing the wheel with custom content. “It’s different here,” they truly believe. “We have a unique culture. We’re special!” 

Yet, if there was ever a standard for new manager training it has to be the theory of situational leadership.

What Is Situational Leadership ® Theory? 

The idea behind situational leadership is that you, the leader, should change your leadership approach to be more or less directive, and more or less supportive, based on the situation . 

And the situation means whether your direct report (i.e., team member) is a competent and committed superstar, or on the other end of the scale, an incompetent slacker. 

For example, you’ve got a young newbie on your team with little experience. You would want to be very “directive”–show her how to do it, tell her to do it, make sure it’s done right. But for another team member who has ten more years of experience than you do, and has always performed well, you’d just delegate and get out of the way. They don’t need you looking over their shoulder and being all micro-managey. (No, that’s not a real word. But it’s funny.)

“So What? What’s So Great About That?” 

So you’re not impressed with this model, huh? 

That’s because today, it seems like common sense. But before there was the idea of situational leadership most people assumed there was One Right Way to Lead. You could argue about what the right way was — Autocratic , Laissez-Faire , Servant , Transformational — but it was just assumed you had a model and led everyone the same way.

But in the 1960s leadership wonks started coming up with a variety of “ contingency theories .” Meaning the best leadership style would be contingent on things like organizational integrity, environmental factors, the type of tasks that needed to be completed, etc. 

And in the sixties, there was a lot of research and competing theories even within the broad idea of contingent-leadership. So they put all the professors on an island and each week they voted the most annoying leadership geek off the island until there was a single winner.

OK, that never happened. I was just making sure you didn’t fall asleep. What really happened was…

Paul Hersey and Ken Blanchard: The Lennon and McCartney of Leadership

In the year that the Beatles would release Abbey Road, Dr. Paul Hersey and Dr. Ken Blanchard released Management of Organizational Behavior , a textbook that would turn them into rockstars of the leadership world. It’s a textbook that would be used in business courses for over forty years.

(What, they don’t look like rock stars to you?)

It was this textbook that laid out the original version of the model, and Hersey and Blanchard become partners in a management consulting and training company called The Center for Leadership Studies. 

But remember what eventually happened to the Beatles? 

Yep, the rockstars of leadership split up, too.

Two Different Versions? You Say Tomato, I Say Tomahto

In 1979, ten years after launching the theory of all theories, Blanchard left to start his own company, now known as The Ken Blanchard Companies. And he continued to refine the Situational Leadership ® model and began to call it Situational Leadership ® II.

To purists, there are important differences between the two models. For most HR professionals and managers, not so much. 

More recently, the two companies sued each other over the right to use the “Situational Leadership ® ” name. It was agreed that after the year 2020, The Center for Leadership Studies would continue to use the Situational Leadership ® name, while The Ken Blanchard Companies would have to refer to their model as just SLII ® .

You can see some of the differences between the two versions in the visual model. Situational Leadership ® offered by The Center for Leadership Studies looks like this:

The SLII ® model offered by The Ken Blanchard Companies (and by us at LEADx) looks like this:

The original model labels the four quadrants of leadership: Telling, Selling, Participating, Delegating.

The revised Blanchard model labels them: Directing, Coaching, Supporting, Delegating. 

SLII ® Explained

To further explain situational leadership theory, we’ll stick with the Blanchard SLII ® framework, and reference the image directly above.

The situational leader follows three simple steps:

• Identify the specific goal; frame it as a SMART goal
• Diagnose the individual’s level of competence and commitment
• Apply the correct leadership style

To understand and define the “performance readiness” of the follower, you determine how competent they are and how committed they are. You can see in the image above that followers move from D1 to D4 classifications as they become fully developed.

• D1 the Enthusiastic Beginner (Low Competence and High Commitment) — This individual may be inexperienced or brand new to the task, but is eager to learn and confident
• D2 the Disillusioned Learner (Low Competence and Low Commitment) — This individual may have little to no experience or is inconsistent, and is also frustrated, discouraged or overwhelmed
• D3 the Capable but Cautious Performer (High Competence and Low Commitment) — This individual is experienced and skillful but lacks confidence and is overly critical or apathetic
• D4 the Self-Reliant Achiever (High Competence and High Commitment) — This individual is experienced and consistently produces quality work, and is also self-assured, self-reliant and may even inspire others

The SLII ® model describes four basic levels of leadership based on a combination of directing and supporting:

• S1 Directing (High Directing and Low Supporting) — This leadership style plans, shows, tells, monitors and gives frequent feedback.
• S2 Coaching (High Directing and High Supporting) — This leadership style explains, redirects, encourages, and praises.
• S3 Supporting (Low Directing and High Supporting) — This leadership style asks questions, facilitates, listens, encourages, and collaborates.
• S4 Delegating (Low Directing and Low Supporting) — This leadership style empowers, provides resources, trusts, affirms and challenges.

You then match your leadership approach to their stage of development:

• For a D1 follower, use an S1 “Directing” style
• For a D2 follower, use an S2 “Coaching” style
• For a D3 follower, use an S3 “Supporting” style
• For a D4 follower, use an S4 “Delegating” style

A critical aspect of situational leadership is that you don’t make a single judgment about each employee. “Kevin is such a D1! I’ve got to direct everything…”

Rather it’s task-specific. A seasoned sales professional might be a D4 when it comes to sales calls, but a D1 when it comes to using the new CRM software system. As the leader, you’d delegate sales related items, but be highly directive when it comes to call planning, digital notes, and reporting.

Scholarly Research

Researchers continue to study situational leadership; notable published papers include:

• Situational Leadership After 25 Years: A Retrospective
• The Situational Leadership Theory: A Critical View
• A Test of the Situational Leadership Theory
• Situational Leadership Theory Revisited: A Test Of An Across-jobs Perspective

The SLII® Experience Public Workshop at LEADx costs $1495/person ($400 less than industry standard). This includes the full virtual workshop, the participant kit and assessment, and 3 months of support from a human coach. 

More Information

Visit The Ken Blanchard Companies website to learn more about SLII ® .

Visit The Center for Leadership Studies to learn more about Situational Leadership ® .

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Please note you do not have access to teaching notes, situational leadership theory: a test from a leader-follower congruence approach.

Leadership & Organization Development Journal

ISSN : 0143-7739

Article publication date: 11 June 2018

Issue publication date: 21 June 2018

Empirical tests of Hersey and Blanchard’s situational leadership theory (SLT) have demonstrated that the assessment of follower competence and commitment, critical contextual features dictating optimal leadership style, poses several problems in testing the validity of this theory. As well, most previous studies have used leader rating as the only information source in making these assessments. The purpose of this paper is to use the degree of agreement between leader rating and follower self-rating to determine follower competence and commitment, and consequently an optimal leadership style.

Design/methodology/approach

Survey data collected from both supervisors and employees in business organizations in Norway were analyzed to test the predictions put forward in SLT.

The results show that SLT principles are supported when leader rating and follower self-rating are congruent. However, no support was obtained for Blanchard’s suggestion to apply followers’ self-ratings of competence and commitment in the case of discrepant ratings of follower development level. But data do support the contention that leader assessment would be a better basis for providing followers with appropriate direction and support.

Originality/value

So far SLT has been a very popular but as yet under-researched theory. An important contribution of the present study is by making SLT an evidence-based theory, as opposed to just being intuitively sound. As such, the authors think SLT in an updated “convergent” version should be applied in organizations and taught in leadership development programs.

• Flexibility
• Leadership style
• Effective leadership
• Situational leadership theory
• Partnering for performance

Thompson, G. and Glasø, L. (2018), "Situational leadership theory: a test from a leader-follower congruence approach", Leadership & Organization Development Journal , Vol. 39 No. 5, pp. 574-591. https://doi.org/10.1108/LODJ-01-2018-0050

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Situational Leadership and Its Effectiveness in Rising Employee Productivity: A Study on North Lebanon Organization

• January 2017
• 7(3):102-110

• Lebanese University
• This person is not on ResearchGate, or hasn't claimed this research yet.

• Jinan University of Lebanon

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Human Resource Management Research

p-ISSN: 2169-9607    e-ISSN: 2169-9666

2017;  7(3): 102-110

doi:10.5923/j.hrmr.20170703.02

Situational Leadership and Its Effectiveness in Rising Employee Productivity: A Study on North Lebanon Organization

Khalil Ghazzawi 1 , Radwan El Shoughari 2 , Bernard El Osta 3

1 Lebanese University, Lebanon

2 Jinan University, Lebanon

3 Lebanese International University, Lebanon

Copyright © 2017 Scientific & Academic Publishing. All Rights Reserved.

Leadership style is a highly discussed and studied topic in the field of management due to its contribution in influencing employee’s productivity. From this perspective, this study will discuss the impact of situational leadership style on employee’s motivation. At this point, this paper is made to clarify how situational leadership affects the productivity of employees inside an organizations. A quantitative data collection approaches was used in order to study the relationship between both of these variables, were 150 participants employed at hospitals in North Lebanon filled a well-designed questionnaire to cover different aspects of situational leadership, demographic being the first part of the questionnaire, followed by situational leadership behavior of the managers, and ending with the last part of the questionnaire, employee behavior. Data collected is analyzed using SPSS, through factor reduction technique in order to unveil the relationship between situational leadership and employee productivity. As a second step analysis in this research paper, regression equation is generated to find how change in one or more factor affects the other one(s). As a final conclusion for this study, a positive relationship was found between situational leadership and employee productivity, therefore the studied hypotheses were accepted.

Keywords: Situational Leadership, Employee performance, Employee Productivity

Cite this paper: Khalil Ghazzawi , Radwan El Shoughari , Bernard El Osta , Situational Leadership and Its Effectiveness in Rising Employee Productivity: A Study on North Lebanon Organization, Human Resource Management Research , Vol. 7 No. 3, 2017, pp. 102-110. doi: 10.5923/j.hrmr.20170703.02.

Article Outline

1. introduction, 1.1. research objectives, 1.2. research hypothesis, 2. literature review, 2.1. the need of leadership in an organization, 2.2. situational leadership, 2.3. situational leadership models, 3. methodology, 4. results and findings, 4.1. reliability of the study.

Cronbach Alpha Reliability Test       4.2. Factor Analysis 4.2.1. factor analysis of situational behavior (part b). Communalities       Total Variance Explained       Component Matrix       4.2.2. Factor Analysis of Employee’s Productivity and Performance 4.3. regression analysis. Model Summary       ANOVA       Coefficients       5. Conclusions 6. recommendations. [1]   Afshinpour, S., Germain, M.-L., Tomlin, M., & Anderson, T. (2013). The Role of Situational Leadership Style in Employee Satisfaction in an Iranian Oil Company. . [2]   Ames, D. R., & Flynn, F. J. (2006). "Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. . 30-56. [3]   Arvidsson, Johansson, & Akselsson. (2007). The impact of Situational Laedership on Employee's performance in the air traffic control sector. . [4]   Bass, B., Avolio, B., & L., A. (1996). Applied Psychology: an International Review. [5]   Blake, & Mouton, J. S. (1985). Huston: Gulf Publishing Company. 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(1993) ‘ , Leadership Quarterly 4(2): 189–208. [17]   Griffin, R. J. (2010). new jersey: prentice hall . [18]   Hoyt, C. L., & Blascovich, J. (2016). Women as Leaders. (p.36-90) [19]   Inventis. (2014, december 16). . Retrieved from Lebanese Ministry of Economy: http://www.economy.gov.lb/public/uploads/files/5910_8788_2242.pdf. [20]   Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. (2006). Personality and leadership: A qualitative and quantitative review. . [21]   Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2013). Personality and leadership. . [22]   Judge, T., Illies, J. B., & Gerhardt, M. (2003). Journal of Applied Psychology. [23]   Kickul, J., & Neuman, G. (1999). Personnel Psychology. [24]   Kindle. (2009). Kindle Edition. [25]   Kostis, P. (2012). The role of Knowledge and Trust in SMEs. . 45-67. [26]   Lewin, K., Lippitt, R., & White, R. K. (1990). Patterns of aggresssive behaviors in experimentally created social climates . . [27]   Long, S., & Superlock, D. (2013). Motivation and stakeholder acceptance in technology-driven change management: Implications for the engeneering manager. . [28]   Lord, R. G., Vader, C. L., & Alliger, G. M. (2002). "A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. . [29]   Lord, R., Vader, D., & Alliger, G. (1986). Journal of Applied psychology. [30]   Magnusson, D. (1995). New York: Handbook of Personality: Theory and Research. (p 77-104) [31]   Marshall, G. (2016). [32]   Milternberger, R. (2004). Behavior Modification. (p 74-150) [33]   Osabiya, B. (2015). The Impact of Leadership Style on Employee's Performance and Productivity in an Organization. . 54-91. [34]   R.Norris, W., & Vecchio, R. P. (1992). Situational Leadership Theory: A Replication. SItuational Leadership Replications. . [35]   Salazar, P.-J. (2009). Paris. [36]   Shiver, S., & Goldsmith, M. (2014). Constructing a monument. . [37]   Slamet, Toyib, A., Djumilah, & Troena, E. (2013). the influence of situational leadership on job satisfaction and job performance. . [38]   Smith, J. A., & Foti, R. J. (1998). The Leadership Quarterly. 10-27. [39]   Sorrentino, R. M., & Field, N. (2013). "Emergent leadership over time: The functional value of positive motivation. . [40]   Stogdill, Melvin, R., & Coons., A. E. (1975). Ohio: Ohio State University. [41]   UNDP. (2015). UNDP. [42]   Valley, B. (2015). Jahre National. Leadership in Health Sectors. . 32-40. [43]   Vinberg, & Larson. (2010). A study on Situational Leadership. Journal of Managerial Sciences. [44]   Werner Erhard, M. C., & Scott Snook, N. N. (2010). New York. [45]   Yoshioka, R. (2009). Texas: Journal of Management. 369 IMAGES What is Situational Leadership Style? Definition and Examples PPT Situational leadership in complex organisations Situational Leadership Theory: Understanding how to be an Effective and Situational Leadership Situational Leadership® Theory In Plain Language: The Landmark Model VIDEO Situational Theory of Leadership #leadershiptheories /School Management Situational Conversations™ What is situational leadership? Situational Leadership leadership styles Adaptive Leadership: Mastering Situational Leadership for Success COMMENTS (PDF) The analysis of situational leadership models ... A comprehensive review of situational leadership models, their origins, differences and applications. Learn how to adapt your leadership style to various contexts and challenges on ResearchGate. Situational Leadership Role-Play and Debrief: An Exploration of Useful Situational leadership is a popular management training tool, yet scholars criticize the model's limitations and conflicted empirical support. Management educators are left with a lack of clarity on how to present situational leadership, and this article seeks to address the gap in teaching practice. New Normal: Emergence of Situational Leadership During COVID-19 and Its Situational leadership is characterized by the relation between the task behavior (giving instructions, directing, guiding, and valuing) and the listening, supporting, and valuing aspects of the engagement. ... In research, it was discovered that intrinsic motivation was positively related to job satisfaction (Arasli et al., 2014). What Is Situational Leadership, and How Do You Practice It? According to research published by Scientific & Academic Publishing, "Situational Leadership was proven to be a very effective leadership style to motivate employees in different kinds of sectors. According to the results obtained . . . task behavior theory . . . is directly related to the improvement of employee's task productivity ... Situational Leadership® Theory In Plain Language: The Landmark Model What Is Situational Leadership ... And in the sixties, there was a lot of research and competing theories even within the broad idea of contingent-leadership. So they put all the professors on an island and each week they voted the most annoying leadership geek off the island until there was a single winner. Situational leadership theory: a test from a leader-follower congruence Purpose. Empirical tests of Hersey and Blanchard's situational leadership theory (SLT) have demonstrated that the assessment of follower competence and commitment, critical contextual features dictating optimal leadership style, poses several problems in testing the validity of this theory. As well, most previous studies have used leader ... Situational leadership theory Situational Leadership is the idea that effective leaders adapt their style to each situation. No one style is appropriate for all situations. ... The situational leadership II (SLII) model acknowledged the existing research of the situational leadership theory and revised the concepts based on feedback from clients, practicing managers, and ... Review of Situational Leadership® After 25 Years—A Retrospective The situational leadership theory holds that leaders should change their style based on the competence and commitment of followers. This précis critiques Blanchard, Zigarmi, and Nelson's research article on the subject, which offered a 25-year retrospective of the Situational Leadership Model, one of the more widely recognized approaches to leadership. PDF Situational Leadership Theory: An Extension and a Test of Global The situational leadership model proposes a four-way typology of leadership behavior which results from the two-way interaction of high and low task-related or directing behaviors and high and low supporting behaviors. Telling Style The telling style of leadership is characterized by high directing and low supporting behaviors. Leveraging Situational Leadership Theory for Transformation and Excellence By Jonathan H. Westover, PhDListen to this article: Abstract: This article explores how situational leadership theory, an impactful yet underutilized framework, can enable organizational success. Situational leadership recognizes that followers have varying competence and commitment levels for different tasks, categorizing them into four developmental levels and prescribing matching one's ... Adaptive leadership in times of crisis: Exploring situational responses Particularly notable is the interplay between organizational structure and leadership dynamics, as seen in the contrasting approaches of Zhongnan Hospital and Mayo Clinic. This research augments the discourse on crisis leadership, emphasizing adaptable and context-aware leadership strategies in navigating global health crises. Situation leadership: A review of the research The situational leadership model has been used and tested in a number of environments as evidenced by Gumpert and Hambleton (1979) at Xerox and Johansen's (1990) review of the literature. These ... Lewin's Democratic Style of Situational Leadership: A Fresh Look at a Kurt Lewin's (1890-1947) democratic style of leadership was infused into his methods and research. Lewin's democratic style combines degrees of leadership and freedom as an effective situational model. The Role of Situational Leadership on Job Satisfaction, Organizational Results and Discussion. Based on data analysis, the results of research on SME employees can be described as follows, situational leadership style has a positive effect on job satisfaction in SMEs as seen from the coefficient value of 0.610, indicating that situational leadership style has a positive effect of 61% on job satisfaction. Situational Leadership The Center For Leadership Studies is here to help you level up your leadership skills and your organization. If you're ready to take the next step, contact us today via our online form or by calling us at 919.335.8763. The global home of the original Situational Leadership® Model — the most successful and widely adopted leadership training ... PDF Situational Leadership Situational Leadership®, which stresses flexibility and simplicity in execution, prepares leaders to address the most pressing challenges pervasive in today's work environment. ORIGINAL SITUATIONAL LEADERSHIP® RESEARCH By definition, a model is a repeatable process. To add value, that model has to be leveraged on a consistent basis. Situational leadership: A review of the research According to Johansen, research has failed to support the conceptual basis of the theory and the validity of the instruments. Research regarding the effect on subordinates' performance when situational leadership is properly practiced by the leader has provided mixed results and only limited support for the theory. Situational Leadership and Its Effectiveness in Rising Employee Although there are existing studies on situational leadership and several organisational characteristics such as organisational culture, Ridlwan et al. (2021), [26] organisational productivity and ... The Four Leadership Styles of Situational Leadership 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. PDF Situational Leadership Theory as a Foundation for a Blended Learning Research Scholar, National School of Leadership, Pune, India Abstract Ultimately with the raise of computer technology, blended learning has found its way into teaching. The technology continues to evolve, challenging teachers and lecturers alike. ... transform the situational leadership model into a teaching-learning model for blended learning. What is Situational Leadership? (4 Styles and Examples) Situational leadership is a leadership style in which a leader adapts their style of leading to suit the current work environment and/or needs of a team. This style of leadership is not dependent on the skills of a leader; rather it is based on a leader's ability to adjust to the requirements of a team or organization in order to be a better ... Situational Leadership, Perception, and the Impact of Power This article integrates the concept of power with situational leadership by relating the perception of a leader's power bases with various leader ship styles. The sources of power are identified; situational leadership is reviewed; and a new instrument, the Power Perception Profile, is de scribed and discussed. Situational Leadership and Its Effectiveness in Rising Employee Leadership style is a highly discussed and studied topic in the field of management due to its contribution in influencing employee's productivity. From this perspective, this study will discuss the impact of situational leadership style on employee's motivation. At this point, this paper is made to clarify how situational leadership affects the productivity of employees inside an ... assignment essay homework phd report resume review speech thesis