1. SITUATIONAL LEADERSHIP THEORY
 IT WAS DEVELOPED IN THE
LATE 1960’s BY DR. Ken Blanchard
and DR. Paul Hersey.
 IT FOCUSES ON LEADERSHIP IN
SITUATIONS.
 OTHER NAME IS LIFE CYCLE
THEORY OF LEADERSHIP.
 DIFFERENT SITUATIONS
DEMAND DIFFERENT KINDS OF
LEADERSHIP.

2. A LEADER
IS A PERSON WHO TAKES THE DECISION
IN SUCH A MANNER THAT IT MATCHES THE
WORKING STYLE OF THE SUBORDINATES.
THEY SHOULD ALSO KNOW THAT HOW HIS OR HER
EMPLOYEES ARE COMPETENT AND COMMITTED
IN ORDER TO PERFORM A GIVEN TASK.

3. IT HAS BEEN DIVIDED INTO TWO THINGS:
1. DIRECTIVE BEHAVIOUR.
2. SUPPORTIVE BEHAVIOUR.

4. SITUATIONAL LEADERSHIP II

5. THE MODEL IS DIVIDED INTO TWO PARTS:
1.LEADERSHIP STYLES
S 1 -: (TELLING)
HIGH DIRECTIVE AND LOW SUPPORTIVE
ALSO NAMED AS DIRECTING STYLES.
S 2 -: (SELLING)
HIGH DIRECTIVE AND HIGH SUPPORTIVE
ALSO NAMED AS COACHING APPROACH.

6. LEADERSHIP STYLES
S 3 -: (PARTICIPATING)
HIGH SUPPORTIVE AND LOW DIRECTIVE.
ALSO NAMED AS SUPPORTING APPROACH.
S 4 -: (OBSERVING)
LOW SUPPORTIVE AND LOW DIRECTIVE
ALSO NAMED AS DELEGATING APPROACH.

7. DEVELOPMENTS LEVELS
It is the degree to which subordinates have the
competence and commitment necessary to
accomplish a given task or activities.
D 1 -:
LOW IN COMPETENCE AND HIGH IN COMMITMENT.
D 2 -:
HAVING SOME COMPETENCE AND LOW IN
COMMITMENT.

8. DEVELOPMENTS LEVELS
D 3 -:
HIGH COMPETENCE BUT MAY LACK IN
COMMITMENT.
D 4 -:
HIGH COMPETENCE AND HIGH
COMMITMENT.

9. STRENGTHS
1. TRAINING LEADERS.
2. PRACTICAL APPROACH.
3. LEADERSHIP EFFECTIVENESS.
4. FLEXIBLE LEADERSHIP.