Leadership connection statement paper
Connection Statement Paper
Pamela Barnes
Introduction
The purpose of this paper is to present and defend my ideas about the various leadership theories that have been addressed in the doctoral program. With this purpose in mind, I will focus predominantly on Situational Leadership, first described by Hersey and Blanchard in 1969. This approach has been revised over time by the following researchers since its inception: Blanchard, Zigarmi, & Nelson, 1993; Blanchard, Zigarmi, & Zigarmi, 1985; Hersey & Blanchard, 1977 and 1988. Through synthesizing the readings from class, I will illustrate the special character of this approach relative to other leadership styles and its impact on organizations. Furthermore, I will identify the implications of using this approach as a conceptual lens as opposed to the other styles. I will close with insights derived from the synthesis and reflect upon the implications for my professional growth as a leader.
Knowledge and Synthesis
“Situational leadership stresses that leadership is composed of both a directive and a supportive dimension, and that each has to be applied appropriately in a given situation.” (Northouse, p. 89). I believe this is a logical approach to leadership. Utilizing the situational approach does not categorize a person into following just one leadership style. It embraces all leadership styles and allows leaders to handle every situation utilizing the most appropriate process to determine whether (s)he needs to be more directive or supportive of subordinates.
The Situational Leadership II model developed by Blanchard et al. (1985), that extended and refined Hersey and Blanchard’s 1969 model, addresses four leadership actions that occur based upon the developmental behavioral level of the subordinates. The actions include; delegating, supporting, coaching and directing. Each of the four quadrants of the model range from working with subordinates that are in need of a leader who is “low
Pamela Barnes
Introduction
The purpose of this paper is to present and defend my ideas about the various leadership theories that have been addressed in the doctoral program. With this purpose in mind, I will focus predominantly on Situational Leadership, first described by Hersey and Blanchard in 1969. This approach has been revised over time by the following researchers since its inception: Blanchard, Zigarmi, & Nelson, 1993; Blanchard, Zigarmi, & Zigarmi, 1985; Hersey & Blanchard, 1977 and 1988. Through synthesizing the readings from class, I will illustrate the special character of this approach relative to other leadership styles and its impact on organizations. Furthermore, I will identify the implications of using this approach as a conceptual lens as opposed to the other styles. I will close with insights derived from the synthesis and reflect upon the implications for my professional growth as a leader.
Knowledge and Synthesis
“Situational leadership stresses that leadership is composed of both a directive and a supportive dimension, and that each has to be applied appropriately in a given situation.” (Northouse, p. 89). I believe this is a logical approach to leadership. Utilizing the situational approach does not categorize a person into following just one leadership style. It embraces all leadership styles and allows leaders to handle every situation utilizing the most appropriate process to determine whether (s)he needs to be more directive or supportive of subordinates.
The Situational Leadership II model developed by Blanchard et al. (1985), that extended and refined Hersey and Blanchard’s 1969 model, addresses four leadership actions that occur based upon the developmental behavioral level of the subordinates. The actions include; delegating, supporting, coaching and directing. Each of the four quadrants of the model range from working with subordinates that are in need of a leader who is “low