An exploratory content analysis of situational leadership

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Hersey and Blanchard's situational leadership (SL) model is widely utilised, but it has limited empirical support. This paper aims to investigate the model through content analysis of the transcripts of supervision sessions. Design/methodology/approach -Eight transcripts of successful supervision interviews are subjected to in-depth content analysis to investigate the validity of aspects of the SL model, principally that successful leadership interactions would vary systematically according to the level of supervisee experience. The supervisees consist of a novice, four training therapists, and three post-graduate therapist practitioners. Statistical analyses are undertaken to investigate fundamental, predicted differences between the speech behaviours associated with the different developmental levels of these supervisees. Findings -The findings offer only partial support for the model. As predicted, an increased proportion of supervisor speech is observed in the supervision of increasingly less experienced therapists. However, the majority of the more specific speech behaviours associated with supervisee experience level are not in keeping with the model. Originality/value -These results are consistent with the findings of other evaluations of the SL model. As the present results are based on a novel approach, this increases the plausibility of the claim that SL lacks adequate empirical support. Areas of development and exploration are recommended, and limits associated with the model's utility are highlighted.

Do vertical and shared leadership need each other in change management?

“…Reliability of the coding system was established by the first author through testretest reliability (Weber, 1990) coding all the interviews in two steps: once at the start of data coding and a second step eight weeks later, at the end of data collection (Papworth, Milne and Boak, 2009). Intra-rater reliability over 12 raw coding categories was found to be satisfactory (Cohen's Kappa; K = 0.77), with a per cent agreement of 95.98%.…”

Situational Supervision: Applying Situational Leadership to Clinical Supervision

“…Hersey and Blanchard developed Situational Leadership in the late 1960s, and since then it has grown to be one of the most widely taught and used leadership frameworks in both the for-profit and not-for-profit sectors (Northouse, 2004;Papworth, Milne, & Boak, 2009;Yukl, 2006). The model is based on three factors: the amount of direction (task behavior) that is provided by the leader, the amount of support (relationship behavior) that is provided by the leader, and the confidence and competence (readiness level) that is present in the follower (Hersey et al, 2001).…”

Implementação da manufatura enxuta e os comportamentos das lideranças: uma pesquisa exploratória

“…Apesar do estilo de liderança influenciar em vários aspectos da organização, líderes bem sucedidos geralmente não dependem de um único estilo de liderança. O modelo de liderança situacional (LS) desenvolvido por Hersey e Blanchard (1969, HERSEY et al, 2001) é um dos modelos de caracterização de liderança mais conhecidos (YUKL, 2006;PAPWORTH et al, 2009), uma vez que fornece um meio para efetivamente mudar hábitos de trabalho dos indivíduos através da cooperação e comunicação (HARTNELL;WALUMBWA, 2011;PASARIBU, 2015). A LS se baseia em três dimensões, sendo duas delas associadas ao estilo de liderança: orientação ao relacionamento (R), e orientação à tarefa (T).…”

“…Os líderes devem adaptar seu estilo de acordo com a maturidade dos liderados, com base em quão preparados e dispostos estes devem executar as tarefas requeridas ou, em outras palavras, em quão competentes e motivados são (HERSEY; BLANCHARD, 1996;PAPWORTH et al, 2009). A eficácia da liderança é maximizada adaptando o estilo de liderança ao nível de maturidade dos indivíduos (MAJ, 2011).…”