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Briefly describe the Hersey-Blanchard theory of leadership contrasting it with one other approach to organizational leadershipBriefly describe the Hersey-Blanchard theory of leadership contrasting it with one other approach to organizational leadership

Hersey and Blanchard theory of leadership is a response to the very different personalities and contexts found in organizations.  Rather than trying to justify one particular style of  management, Hersey and Blanchard focused on helping managers make their style go with the needs and ability of their staff in different situations. For this reason, their approach is generally known as situational leadership.

There are two main bits to their model: leadership styles and development levels. In their theory, what matters is not the leadership style in itself but the way it acts together with the developmental level of the follower: a manager who puts into practice the approach correctly should be able to provide workers who are able and motivated with more autonomy and those who need more direction with the information and supervision needed,  in that way making sure of the best result in both situations.

The four leadership styles range from the directing leaders (S1) to delegating leaders (S4). Directing leaders might appear more traditional, maintaining a high social position in relation to employees and communicating in a one-way direction. The other levels move increasingly towards a more equal position, in which control is passed over to the employee and the leader makes things easier, rather than directs the performance of tasks. Some management gurus, such as Ricardo Semler, would see this style – S4 - as the general ideal. In a democratic company, Semler argues, the employees will work really closely with colleagues in their work and only get in touch with managers when they decide they need or wish to.

However,  situational leadership theory gives the idea that any fixed organizational structure  - even Semler’s democratic structure - is limited because there will be situations in which different leadership styles are needed. Hersey and Blanchard would argue that the ‘old-fashioned’ directive style is equally alright and will be the best style in certain situations. The ideal manager will be able to move smoothly between the leadership styles depending on their study of the needs of the ‘follower’ – or, in a business context, the employees.

The employees are also divided into four levels depending on their level of commitment and competence. Only those employees who are operating at level D4 (High Competence; High motivation) in any particular situation can do without the leader giving a hand in directing their work. It’s important for leaders to find out about the abilities and personalities of their team members in order to start using  the most appropriate leadership style. And it’s important for them to change this style according to each situation. So, for example, even with a team member who normally works independently, there will probably be situations when the leader needs to take part more directly in the task, since the worker may lack confidence or skills in that particular aspect of their work.

The Hersey-Blanchard model is seen as clear, practical and adaptable enough  to respond to management needs in a wide range of organisations and contexts. This is why, unlike more radical models such as those of Ricardo Semler, it has become the standard in multinational companies, according to Hersey’s research accounting for more than 700 of the top 1000 American companies.

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Materials by Martin McMorrow, Massey University Auckland.