Situational leadership theory: a test from three perspectives

2015 ◽  
Vol 36 (5) ◽  
pp. 527-544 ◽  
Author(s):  
Geir Thompson ◽  
Lars Glasø
Keyword(s):  
Situational Leadership ◽  
Leadership Theory ◽  
Future Research ◽  
Content Type ◽  
Self Rating ◽  
Service Oriented ◽  
Study Population ◽  
Core Issue ◽  
Situational Leadership Theory ◽  
Armed Services

Purpose – Ambiguity surrounding “follower competence and commitment” of Hersey and Blanchard’s situational leadership theory (SLT) has rendered validation difficult. The purpose of this paper is to address this difficulty by presenting different perspectives for determining follower development level and applies these perspectives for testing the validity of SLT. Design/methodology/approach – The study population was drawn from 80 supervisors and 357 followers. Financial organizations were chosen because much of the existing research on SLT has so far focussed on service-oriented organizations in education, healthcare, and armed services. Findings – Measuring the degree of agreement between leader rating of follower competence and commitment and follower self-rating was found to be a core issue for determining follower competence and commitment. SLT predictions are more likely to hold when leader rating and follower self-rating are congruent, rather than using leader rating alone, which has been applied in previous studies. Practical implications – Both leader and follower need to diagnose follower competence and commitment, first individually and then together, to discuss similarities and differences and attempt to agree upon the determination of follower competence and commitment. If the rating is based on some mutual agreement, then it is assumed in accordance with SLT that the leader can provide the follower with an appropriate amount of direction and support. Originality/value – The findings in the present study are of great importance for future research on SLT. It may change the approach for testing the validity of the theory. A leader-follower congruence approach will, in the authors view, constitute the future research avenue for research on SLT.

Situational leadership theory: a test from a leader-follower congruence approach

2018 ◽  
Vol 39 (5) ◽  
pp. 574-591 ◽  
Author(s):  
Geir Thompson ◽  
Lars Glasø
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Information Source ◽  
Situational Leadership ◽  
Leadership Theory ◽  
Business Organizations ◽  
Leadership Development Programs ◽  
Content Type ◽  
Self Rating ◽  
Situational Leadership Theory

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 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. Findings 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.

Proposing a new approach for evaluating the situational leadership theory based on the Kano model

2015 ◽  
Vol 11 (1) ◽  
pp. 4-20 ◽  
Author(s):  
Reza Salehzadeh ◽  
Arash Shahin ◽  
Ali Kazemi ◽  
Ali Shaemi Barzoki
Keyword(s):  
Leadership Styles ◽  
Design Methodology ◽  
Situational Leadership ◽  
Leadership Theory ◽  
Kano Model ◽  
Statistical Population ◽  
New Approach ◽  
Content Type ◽  
Situational Leadership Theory ◽  
The University

Purpose – The purpose of this paper is to propose a new approach for evaluating the situational leadership theory (SLT). Design/methodology/approach – Statistical population includes the undergraduate, postgraduate and PhD students of the University of Isfahan. For data analysis, 727 accurate completed questionnaires have been used. Initially, questions were developed for each SLT style, followed by analysis in which the type of styles were determined and classified using the Kano evaluation table. Findings – Based on the Kano's classifications, findings imply that, the appropriate leadership styles for undergraduate, postgraduate and PhD students are directing, coaching and supporting styles, respectively. Originality/value – The approach and findings of this research contribute to the literature of SLT and the Kano model. Findings can be used as a guideline for lecturers in leading and motivating students.

scholarly journals Comparative Analysis Of The Components Of The Leadership Style Of The Bulgarian Cadets

2015 ◽  
Vol 21 (1) ◽  
pp. 154-159
Author(s):  
Nevena Atanasova-Krasteva
Keyword(s):  
Comparative Analysis ◽  
Longitudinal Study ◽  
Leadership Style ◽  
Situational Leadership ◽  
Leadership Theory ◽  
Situational Leadership Theory ◽  
Social Components ◽  
Field Exercise

Abstract The paper presents the results of the analysesis of the longitudinal study of the professional and social components of the leadership style of Bulgarian cadets. The research is conducted in the last three years with the cadets from all years of training in Vassil Levski National Military University during the annual complex tactical field exercise. Situational leadership theory has been used as a basis of the developed model of the cadet’s leadership building.

Ambidextrous leadership: a narrative literature review for theory development and directions for future research

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dimitrios Kafetzopoulos
Keyword(s):  
Literature Review ◽  
Theory Development ◽  
Critical Discussion ◽  
Leadership Theory ◽  
Future Research ◽  
Research Gaps ◽  
Content Type ◽  
Narrative Literature ◽  
Narrative Literature Review ◽  
Ambidextrous Leadership

PurposeThis study seeks to provide a narrative literature review of existing empirical research, in order to better understand the processes and theory of ambidextrous leadership, as well as its influence on followers, employees and organizations.Design/methodology/approachData from 26 studies were extracted and synthesied providing a critical discussion about the methodological and theoretical aspects of the studies identified in the review.FindingsIt was revealed the attributes for an effective ambidextrous leader, it was presented the recently proposed concept of ambidextrous leadership theory and it was noticed the main criticisms against the findings of the extant ambidextrous leadership literature. It was also identified many research gaps in the literature which in turn can guide academics in the development of ambidextrous leadership.Research limitations/implicationsThe ambidextrous leadership theory represents a novel and unique approach to the domain of leadership for creativity and innovation. It is shared across hierarchical levels throughout the organization. Leaders have a significant effect on employees' behaviors and should determine its applicability to different situations. Organizations require ambidextrous managers who combine flexible, situational and versatile leadership styles developing ever increasingly new and divergent ideas. Many research gaps in the literature were also identified that can guide academics in the development of ambidextrous leadership.Practical implicationsUnderstanding that ambidextrous leadership is required to significantly influence ambidexterity and innovation allows organizations to direct their leadership selection and development.Originality/valueThis review contributes to the ambidextrous leadership literature by creating a holistic picture of where it has been and where it should go.

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