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Introduction In an effort to provide scientific basis for its oft times artistic character of what we call leadership, academics have long posited concepts and models that try to explain and even direct this key societal role. In this paper, two notable leadership concepts, Situational Leadership and Contingency Theory, are analyzed. Each version is provided exactly the same rubric in which to be researched, including Definitions and Descriptions, Strengths, Limitations and Critiques, Key Impacts, and concluding with a Personal reaction. It's estimated that following the identical format for all theories analyzed, here and also to come, is going to bring about a valuable reference file for my future use. Situational Leadership At the 1969 work entitled Management of Organizational Behavior вЂ" Using Human Resources, authors Paul Hersey and Kenneth H. Blanchard took the first steps establish and specify models for what they called an вЂњapplied behavioral science approachвЂќ to direction. (Hersey & Blanchard 1969) This text, along with their following Life Cycle Theory of Leadership, also published in 1969, laid the basis for what would later be called Situational Leadership. Definitions and Descriptions The founding tenant of Situational Leadership appears to argue that (in their own words, вЂњRecent empirical studies show that no single all-purpose leadership style is successful.вЂќ(Hersey & Blanchard 1969). This basis forms the requirement to formulate a model to deal with varied states of management across a wide spectrum. Principle within this model is the distinction of four classes of leadership style, juxtaposed with four classes of follower maturity. The assertion being that after a followerвЂ™s maturity level could be evaluated, t.. .