Which theory suggests that a leaders control depends on the relationship between leader and followers the degree of task structure and the leaders authority?

House’s Path Goal Theory

The theory was developed by Robert House and has its roots in the expectancy theory of motivation. The theory is based on the premise that an employee’s perception of expectancies between his effort and performance is greatly affected by a leader’s behavior. The leaders help group members in attaining rewards by clarifying the paths to goals and removing obstacles to performance. They do so by providing the information, support, and other resources which are required by employees to complete the task.

House’s theory advocates servant leadership. As per servant leadership theory, leadership is not viewed as a position of power. Rather, leaders act as coaches and facilitators to their subordinates. According to House’s path-goal theory, a leader’s effectiveness depends on several employee and environmental contingent factors and certain leadership styles. All these are explained in the figure 1 below:

Leadership Styles

The four leadership styles are:

• Directive: Here the leader provides guidelines, lets subordinates know what is expected of them, sets performance standards for them, and controls behavior when performance standards are not met. He makes judicious use of rewards and disciplinary action. The style is the same as task-oriented one.
• Supportive: The leader is friendly towards subordinates and displays personal concern for their needs, welfare, and well-being. This style is the same as people-oriented leadership.
• Participative: The leader believes in group decision-making and shares information with subordinates. He consults his subordinates on important decisions related to work, task goals, and paths to resolve goals.
• Achievement-oriented: The leader sets challenging goals and encourages employees to reach their peak performance. The leader believes that employees are responsible enough to accomplish challenging goals. This is the same as goal-setting theory.

According to the theory, these leadership styles are not mutually excusive and leaders are capable of selecting more than one kind of a style suited for a particular situation.

Contingencies

The theory states that each of these styles will be effective in some situations but not in others. It further states that the relationship between a leader’s style and effectiveness is dependent on the following variables:

• Employee characteristics: These include factors such as employees’ needs, locus of control, experience, perceived ability, satisfaction, willingness to leave the organization, and anxiety. For example, if followers are high inability, a directive style of leadership may be unnecessary; instead a supportive approach may be preferable.
• Characteristics of work environment: These include factors such as task structure and team dynamics that are outside the control of the employee. For example, for employees performing simple and routine tasks, a supportive style is much effective than a directive one. Similarly, the participative style works much better for non-routine tasks than routine ones.

When team cohesiveness is low, a supportive leadership style must be used whereas in a situation where performance-oriented team norms exist, a directive style or possibly an achievement-oriented style works better. Leaders should apply directive style to counteract team norms that oppose the team’s formal objectives.

Conclusion

The theory has been subjected to empirical testing in several studies and has received considerable research support. This theory consistently reminds the leaders that their main role as a leader is to assist the subordinates in defining their goals and then to assist them in accomplishing those goals in the most efficient and effective manner. This theory gives a guide map to the leaders about how to increase subordinates satisfaction and performance level.

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What Is the Hersey-Blanchard Model?

The Hersey-Blanchard Model suggests no single leadership style is better than another. Instead of focusing on workplace factors, the model suggests leaders adjust their styles to those they lead and their abilities.

Under the model, successful leadership is both task-relevant and relationship-relevant. It is an adaptive, flexible style, whereby leaders are encouraged to consider their followers—individuals or a team—then consider the factors that impact the work environment before choosing how they will lead. This ensures they will meet their goals.

The Hersey-Blanchard Model is also referred to as the Situational Leadership Model or Theory.

Key Takeaways

• The Hersey-Blanchard Model suggests no leadership style is better than another.
• The model suggests managers adapt their leadership style to tasks and relationships in the workplace.
• The model's leadership styles are related directly to the different maturity categories of followers or employees.

Understanding the Hersey-Blanchard Model

The Hersey-Blanchard Model, or situational leadership style, was developed by author Paul Hersey and leadership expert Ken Blanchard, author of The One Minute Manager. The model is not a static leadership style. Instead, it is flexible, wherein the manager adapts their management style to various factors in the workplace, including their relationship with employees.

That means managers who live by the model must choose the leadership style as it relates to the maturity of followers. For example, if follower maturity is high, the model suggests the leader provide minimal guidance. By contrast, if follower maturity is low, the manager may need to provide explicit directions and supervise work closely in order to ensure the group has clarity on their goals and how they are expected to achieve them.

The maturity level of followers is divided into three categories: high, moderate and low. High maturity includes highly capable and confident individuals who are experienced and work well on their own. Moderate maturity is generally divided into two groups: the first are employees who are capable but lack enough confidence to take on the responsibility to do so, and the second group has the confidence but is not willing to do the task at hand. Low maturity employees are not skilled enough to do the task but are very enthusiastic.

Because the Hersey-Blanchard model depends on a leader's decision-making skills, it uses an individualistic rather than a group approach.

Special Considerations

Hersey-Blanchard Model and Leadership Styles

Hersey and Blanchard developed four types of leadership styles based on the task and relationships that leaders experience in the workplace. According to the model, the following are styles of leadership managers can use:

• Delegating style:A low-task, low-relationship style wherein the leader allows the group to take responsibility for task decisions. This is best used with high maturity followers.
• Participating style:A low-task, high-relationship style that emphasizes shared ideas and decisions. Managers can use this style with moderate followers who are experienced but may lack the confidence to do the tasks assigned.
• Selling style: A high-task, high-relationship style in which the leader attempts to sell their ideas to the group by explaining task directions in a persuasive manner. This, too, is used with moderate followers. Unlike the previous style, these followers have the ability but are unwilling to do the job.
• Telling style:A high-task, low-relationship style wherein the leader gives explicit directions and supervises work closely. This style is geared toward low maturity followers.

Applying the Model and Its Limitations

This leadership method lets executives, managers and other positions of authority take charge of their followers based on the acumen, understanding and context of the group. By taking into consideration how the strengths, weaknesses and awareness of the followers can affect performance and outcomes of a project, leaders can apply an appropriate structure and degree of control to achieve the desired result.

There are limitations to the model that may be beyond the leader’s control. The position and authority of the leader may be restricted by the operational chain-of-command or hierarchy for an organization, which could force them to adopt rigid styles rather than adapt to follower maturity. Furthermore, time constraints, a narrow field of options, and limits on available assets can also force managers to act based on the circumstances they face, eliminating the possibility of enacting strategies built around follower maturity.

Advantages and Disadvantages of the Hersey-Blanchard Model

Although this leadership model may be sound in theory, it may not necessarily apply in every situation. It comes with advantages and disadvantages.

One advantage of an adaptive leadership style is leaders can change their style at their own discretion at any time. Secondly, employees may find a leader who adapts to shifts in the workforce as a desirable trait. It is also a simple and easy-to-apply leadership style, meaning a manager can quickly evaluate a situation and make decisions as they see fit.

On the downside, situational leadership may put too much responsibility on the manager, whose decisions may be flawed. Also, the model may not apply to every work culture. The model may also prioritize relationships and tasks, as opposed to a company's long-term goals.

Which theory suggests that a leader's control depends on the relationship between leader and followers the degree of task structure and the leader's authority?

Which theory focuses on how the leader follower relationship affects the leadership process?

What is the theory that says a leader's effectiveness depends on how well a leader's style fits characteristics of the situation at hand?

Which leadership theory states that leaders should adjust their styles to match their followers readiness?