Dialogic Development in the Situational Leadership Style

Wright, Erik S.

doi:10.1002/pfi.21733

Cited by 6 publications

(8 citation statements)

References 22 publications

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“…The Situational Leadership Theory (TLS) was first proposed by Hersey and Blanchard at Ohio University in 1968. The TLS addresses not only the role that the leader must play as well, the leading elements, follower and the situation (CHAPMAN, 2018;ROLOW, JOHN, 2009;SHRIVER;WILLIAMS, 2019;WRIGHT, 2017).…”

Section: Situational Leadership Organizations Of Life Cycle and The mentioning

confidence: 99%

“…Thus, there are the research presented in this study on the theory of situational leadership, where there is no appropriate leadership style for a given situation, but leaders who know how to change their behavior from the characteristics of his followers and the situation (CAIRNS et al, 1998;GRAEFF, 1997;OSBURNE, 1990;SMITH, 1991;SHRIVER;WILLIAMS, 2019;THOMPSON, VECCHIO, 2009;WRIGHT, 2017).…”

Section: Situational Leadership Organizations Of Life Cycle and The mentioning

confidence: 99%

“…According to Blanchard (2011), the purpose of the leader should be to help his follower to improve their performance through the gradual change of leadership style. For the leader to develop the four leadership styles described by TLS, you need to go through all the styles from E1 to E4 (GLASER; STAM; TAKEUCHI, 2016; SOUZA, GOLDEN, 2016;WRIGHT, 2017).…”

Section: 1 Leadership Situation and Union Life Cyclementioning

confidence: 99%

“…In this context, we study the theory of Situational Leadership (TLS) proposed that there is a correct leadership style, or more appropriate, rather, behavior characteristics of leaders and followers in line with the situation (CHAPMAN, 2018;GRAEFF, 1997;OSBURNE, 1990;THOMPSON;VECCHIO, 2009;Wright, 2017). In this approach, the leadership may or may not be effective depending on the situation where they are inserted leaders and followers, as well as their behavioral characteristics (CHAPMAN, 2018;SHRIVER;WILLIAMS, 2019;SMITH, 1991).…”

Section: Introductionmentioning

confidence: 99%

“…Thus, the study of situational leadership in the context of a company union becomes relevant, since a representation institution has its bases in the people who lead (POCHMANN, 1998;SHRIVER;WILLIAMS, 2019;WRIGHT, 2017) and they are responsible for their future.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Situational Leadership and the Organizational Life Cycle: Case Study in a Patronal Union

Trevisol

Bencke

Padilha

et al. 2019

RGO

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Studies involving the topics of organizational life cycle and situational leadership institutions in the third sector, as a union, was little explored in the literature. Moreover, recent changes in the Brazilian legislation brought new challenges to these organizations. This study seeks to fill these gaps, to analyze the role of leadership and organizational life cycle in a company union, linking theories against the employers' association. The metaphor of the organizations life cycle allows the analysis of organizations at different stages and, consequently, the role of leadership in the development of courses. The research was qualitative, used methods of case study and oral history, and descriptive and exploratory. Data collection used documental analysis, non-participant observation and in-depth interviews with seven leaders who experienced the historical trajectory of the institution. Among the main contributions of this study, it stands out as a theoretical contribution, the association of situational leadership theories and the organizational life cycle in a union representation institution, still little explored in the literature. Among the practical contributions highlight the situational leadership as alternative for sustainability for organizational cyclic life of a union, which now depend on its resources and internal management capabilities for their survival.

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Section: Situational Leadership Organizations Of Life Cycle and The mentioning

confidence: 99%

Section: Situational Leadership Organizations Of Life Cycle and The mentioning

confidence: 99%

Section: 1 Leadership Situation and Union Life Cyclementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Situational Leadership and the Organizational Life Cycle: Case Study in a Patronal Union

Trevisol

Bencke

Padilha

et al. 2019

RGO

View full text Add to dashboard Cite

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Single versus multiple project teams and individual performance: Do they ask for different leadership behaviors?

Kenda,

Meslec,

Oerlemans

2024

International Journal of Project Management

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FIRO-B and situational leadership model: A correlational context of Middle Eastern business leadership

Gaur

Katuse

2022

CBSR

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The study is about the dimensions of interpersonal needs and aspects of leadership behaviour. It was a correlational study and used a standardized fundamental interpersonal relations orientation-behaviour (FIRO-B) and situational leadership questionnaire. The study was conducted over a period of 4 months and had drawn 200 respondents from the three levels of administration in an organisation’s hierarchy from different firms in the UAE chosen randomly. The main tool of data collection was a structured questionnaire whose acceptability rate was 0.76 as per Cronbach’s alpha. The research questions translated into objectives that guided the study were four, these were to find out directing related to FIRO-B parameters, to establish the relationship between coaching and FIRO-B parameters, to find out how supporting relates to FIRO-B parameters and establish how delegating is related to FIRO-B parameters. The findings were that directing has a near-perfect positive correlation with expressed control (EC) and wanted control (WC) (0.99). Coaching had a high correlation with WC (0.89). Supporting highly correlation with both expressed affection (EA) and wanted inclusion (WI) (0.99 and 0.88). Delegating had a very strong positive correlation with expressed inclusion (EI) (0.99) and a low positive correlation with EA (0.17). It concluded that different leadership dimensions correlate with FIRO-B elements at different levels

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Dialogic Development in the Situational Leadership Style

Cited by 6 publications

References 22 publications

Situational Leadership and the Organizational Life Cycle: Case Study in a Patronal Union

Situational Leadership and the Organizational Life Cycle: Case Study in a Patronal Union

Single versus multiple project teams and individual performance: Do they ask for different leadership behaviors?

FIRO-B and situational leadership model: A correlational context of Middle Eastern business leadership

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