Thursday, July 7, 2016

Blanchard Hersey Leadership Model Situational

Hersey-Blanchard's Model of Situational Leadership.

Hersey-Blanchard Situational Leadership Model assumes that the followers of maturity is a major indicator of the readiness of employees to do the job. There are four styles of leadership associated with the model: delegate, participated, sell and say.

Situational Leadership and Follower Maturity.

Hersey-Blanchard situational leadership stated that leaders must adjust their leadership style in accordance with the maturity of 'follower' or employees. Maturity employees directly affect their readiness to work.

As we learn about the readiness factor, let's see how the situational leadership works in the sales department Conglom Financial Services, Inc. Financial Conglom is a large investment company. The sales team consists of many employees with different abilities and confidence levels. Some employees have a lot of experience selling investment products such as stocks and insurance policies. Other enthusiastic sell but lack of experience does the job. And there are several employees in between.

Mr. Cash, sales director at Conglom Finance, sees two factors to determine the maturity level followers (or employees): Ability follower and follower confidence.

Follower capability is the extent to which a follower has the skills and ability to perform the task. A follower who has experience in the specific expertise necessary instruction more than one who has little experience. Internships with little experience in the financial world will need much more instruction from an experienced salesman. When an employee does not have the skills to do the job, he will need a lot of direction.

the belief of followers is the extent to which a follower believes he can perform specific tasks. A follower with a high level of confidence will need direction less than one who felt little confidence in his ability to complete the task. A seller with ownership in Conglom have a high level of confidence, so he needed a new direction is less than the seller. These employees are highly motivated, and that makes it easier to learn the skills.

Matrix of Leadership Style.

The leader must be able to change their leadership style to deal with different employees have different levels of skill. Leadership style appropriate for each employee or group of employees is determined by using a matrix. This matrix is divided into four parts representing the four possible leadership styles: delegate, participated, sell and say.

Delegating is required when the follower is ready, willing and able to perform certain tasks. The follower has a high level of confidence in his ability to perform. The decision is left to the follower. There is little need to build relationships because the follower showed a high level of maturity and could do with little to no supervision or instruction directly. It is defined in the matrix as a low-duty, low-style relationship.

In Conglom Finance, Mr. Cash used delegating style to the sales force's most senior. These employees have been with the company for many years. They work on projects of major sales and write a lot of insurance policies over the years. They were given the client name and phone number and left to do their work without further direction or supervision.

Participating required when followers are able but not willing to perform certain tasks. reluctance is generally due to lower confidence of his ability to perform. Leaders must participate by sharing ideas with followers. There is a need to build relationships because although followers showed an intermediate level of maturity and ability to perform, he needed extra coaching from leaders. It is defined as a low-duty, high-style relationship.

When working with newer salespeople, Mr. Cash use force participation. These workers have been trained, but only works with clients while working with sellers more senior. These newer salespeople can open an account and sell securities but worried that they might do something wrong. Mr Cash participate in sales and offering advice along the way. This approach facilitates their anxiety, and they were able to sell their services.

Selling is required when followers do not have the skills or the ability to perform but is confident and willing to learn. The leader should explain the duties and any decisions regarding how to perform this task for the follower. Although the follower showed medium maturity, there is a need to focus on the task and building relationships with followers. These leaders must persuade followers to take direction. A persuasive leader can sell decisions for followers. Training and follow-up required. It is defined in the matrix as a high-duty, high-style relationship.

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