The Situational Leadership Model Fraternity （情境领导模型联谊会）.pdf

The Situational Leadership Model (Adapted from the model by Ken Blanchard and Paul Hersey in Management of Organizational Behavior, ’96) The Situational Leadership Model suggests that there is no “one size fits all” approach to leadership. Depending on the situation, varying levels of “leadership” and “management” are necessary. However, leaders must first identify their most important tasks or priorities. Second, leaders must consider the readiness level of their followers by analyzing the group’s ability and willingness. Depending on the level of these variables, leaders must apply the most appropriate leadership style to fit the given situation. The four different types of situational leadership are: Directing Coaching Supporting Delegating The Three Steps of the Situational Leadership Model Step 1: Identify the Most Important Tasks or Priorities Step 2: Diagnose the Readiness Level of the Followers Step 3: Decide the Matching Leadership Style Step 1: Identify the Most Important Tasks or Priorities Suggestions to consider when deciding your three most important tasks or priorities: 1. Focus your three priorities or tasks on big picture items that will require participation and commitment from the entire chapter. This doesn’t mean you should eliminate a possible priority just because you fear the chapter won’t go along with it; it simply means that your priorities should be big enough that executing them will require the chapter’s involvement. 2. Your three priorities should be fundamental to the success of the chapter. For example, “Creating a new recruitment slogan” is not as important as “Creating a working Kai Committee.” 3. Whenever possible, be specific! For example, “Recruitm