Oct 10, 2017 · Question 6 0.4 / 0.4 pt s When should leaders use the tactic that Hersey and Blanchard called “ selling ” ? Question 7 0.4 / 0.4 pt s Randy tends to experience negative emotions such as anger , guilt , shame , fear , and anxiety .
Question 3 1 / 1 pts When should leaders use the tactic that Hersey and Blanchard called “selling”? when followers are able but unwilling to perform when followers are neither willing nor able to perform when followers are willing but unable to perform when followers are both willing and able to perform
Jan 18, 2021 · 1 / 1 pts When should leaders use the tactic that Hersey and Blanchard called “selling”? when followers are able but unwilling to perform when followers are neither willing nor able to perform when followers are willing but unable to perform when followers are both willing and able to perform
Mar 28, 2020 · Hersey and Blanchard Situational Leadership In Sum. Hersey and Blanchard disagreed with academics like Blake and Mouton on the notion that there would be a single best ‘one-size-fits-all’ leadership approach that could be used within organizations. On the contrary, leadership styles should be adapted to the context.
The S1 leadership style in the Hersey and Blanchard Situational Leadership Model puts a high emphasis on directive behaviour and a low emphasis on supportive behaviour. A leader’s primary concern lays with the task delivery and less with the personal needs of the subordinates. Typical behaviour for a S1 leadership style, according to Hersey, is offering step-by-step instructions, clear explanation of the consequences of non-performance and close supervision. In such a situation, it is important that the task is clearly defined and the stages of the process are easy to follow. This is important because the leader believes that the follower (R1) either does not know what to do or is unwilling and requires therefore a certain degree of coercive power. Blanchard, on the other hand, believes that this style should be used for D1 followers who are highly ‘ Enthousiastic Beginners ‘. They already have the motivation to do the tasks required, which lowers the need for supportive behaviour. But they still lack the competence, which increases their need for directive behaviour.
As reaction to behavioural leadership approaches such as Blake and Mouton’s Managerial Grid, Hersey and Blanchard developed a theory (Hersey and Blanchard Situational Leadership Theory) that suggests that the most effective leadership style is affected by the circumstances leaders find themselves in. They argue that a leader’s ability ...
A follower with a R1-status is unable to complete the required task, because they do not possess the necessary set of skills to perform well. Moreover, they are either unwilling to deliver the required task or lack self-confidence. Note that Blanchard labelled this follower style with D2 instead of D1. The reason behind this choice is that Blanchard views this follower style as the second stage in a follower’s evolutionary development.
The reason for this behaviour are twofold: followers could be unmotived to comply with the leader’s request or could (still) be nervous about performing the task without enough support and encouragement from the leader. In Blanchard’s vocabulary of the D3 follower style, commitment is variable as it starts off as low, but gradually grows bigger due to more self-esteem and confidence untill a follower reaches D4.
By understanding, recognizing and adapting to these factors, leaders will be able to influence their surroundings and followers much more successfully than if these factors are ignored.
A follower’s or subordinate’s Psychological Readiness is the degree to which they are willing to take on responsibility for their actions. This includes aspects such as their motivation, drive, energy and confidence in their own ability. For this, Blanchard used the term Commitment (meaning: confidence and motivation) instead of Hersey’s term Willingness.
A R2 follower is just like a R1 follower unable to perform a certain task, but in contrast to a R1 follower, willing to try anyway. In other words: they are motivated to attempt the task even though they lack the skills, knowledge and/or ability to do so. This follower style is often seen with new employees who are keen to impress their supervisor, but still lack the work experience to be productive right from the start. Because of this, Blanchard decided to label this follower style with D1, as it is likely to be the first stage of a follower’s development. As followers gain experience they reach development level 2 (D2) and gain some competence, but their commitment drops because the task may be more complex than the follower had originally perceived at the start of the task.