Technical note: a study of Hersey and Blanchard’s situational leadership theory

Cairns, Thomas; Hollenback, John; Preziosi, Robert; Snow, William A.

doi:10.1108/01437739810208692

Cited by 18 publications

(23 citation statements)

References 5 publications

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“…However, more specific predictions associated with the model appear not to have been consistently supported in previous studies. A small cluster of studies have noted greater predictive value of the model with low-readiness groups (Vecchio, 1987;Cairns et al, 1998). Our study's results offer partial support for its utility for this group.…”

Section: Discussionsupporting

confidence: 52%

“…Blank et al (1990) investigated the model with university staff and found that matched dyads reported significantly higher levels of work satisfaction, but were not rated as being superior on supervisor appraisal of follower performance, or in providing higher ratings of supervisor satisfaction. Cairns et al (1998) used an executive sample and found data which were in keeping with the model, but for the low-readiness levels only. Avery (2001) noted that managers rated themselves significantly more effective than their subordinates' ratings indicated.…”

Section: Hersey and Blanchard's Sl Modelmentioning

confidence: 99%

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An exploratory content analysis of situational leadership

Papworth¹,

Milne

Boak

2009

Journal of Management Development

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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.

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Section: Discussionsupporting

confidence: 52%

Section: Hersey and Blanchard's Sl Modelmentioning

confidence: 99%

An exploratory content analysis of situational leadership

Papworth¹,

Milne

Boak

2009

Journal of Management Development

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“…Of course, the low frequency of "matched" cases is not an indictment of SLT as it may merely be the reality that few subordinates are being dealt with most appropriately by their supervisors. Nonetheless, the low frequency of "matches" makes it difficult to conduct tests of the theory (Cairns, Hollenback, Preziosi, & Snow, 1998). In order to better address the construct of follower developmental level, future research may need to focus on jobs which are more homogenous in character, such that only a few tasks or only one task is involved.…”

Section: Strengths and Limitationsmentioning

confidence: 98%

Situational leadership theory: A test of three versions

Thompson

Vecchio

2009

The Leadership Quarterly

127

111

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“…It is also difficult to compare research outcomes because the instruments measuring SL styles and effectiveness have changed over the years, generating confusion among both researchers and practitioners (Nicholls, 1985(Nicholls, , 1986Vecchio, 1987;Cairns et al, 1998;Yukl, 1998).…”

Section: Academic and Practitioners' Viewsmentioning

confidence: 99%

Applying situational leadership in Australia

Avery

Ryan²

2002

Journal of Management Development

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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.Abstract Situational leadership (SL) remains highly popular among practitioners, despite considerable academic criticism, lack of theoretical debate, and relatively little published research into SL. We interviewed practicing managers trained in SL about their experiences in applying the model. SL appealed to the managers because of its intuitive simplicity, ease of use, and perceived relevance to managerial roles. SL can be applied consciously (with deliberation) or automatically. Contrary to expectations, practitioners did not report difficulty in assessing follower developmental levels. While respondents were aware that they needed to use all four SL styles in managing their people, consistent with previous research, these Australian managers preferred using supportive styles, and some went to considerable lengths to avoid being directive. The intercultural applicability of SL is questioned, and directions for further research into some of the hypotheses generated by this study are proposed.The research register for this journal is available at Support is gratefully acknowledged from the PTD Group (the Australian licensee for SLII), particularly in supplying contacts to users of SLII; the participating organizations; and the Macquarie University new staff program for providing research funding.

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Technical note: a study of Hersey and Blanchard’s situational leadership theory

Cited by 18 publications

References 5 publications

An exploratory content analysis of situational leadership

An exploratory content analysis of situational leadership

Situational leadership theory: A test of three versions

Applying situational leadership in Australia

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