Hersey and Blanchard Model

[Mimaktsa10]

The leadership model developed by Hersey and Blanchard emphasizes that there is no universal recipe for success in leadership, unlike other concepts. The main emphasis is on taking into account the circumstances when assessing leadership effectiveness. An important factor is the degree of readiness of personnel, which depends on their level of knowledge, experience, skills and abilities. Maturity is assessed on the basis of professional experience and the abilities necessary to perform tasks, and affects people's desire to work.

Hersey and Blanchard Model

Source: shutterstock.com

The key is to show understanding benin email list and trust in people so that they don't feel the need for constant instructions. If employees are already motivated and task-oriented, then the leader can simply support their inner enthusiasm and stimulate their work.

The study identified four main types of employee behavior:

Incompetent and insecure people who show no desire to work.

People who have motivation but lack skills.

Employees who are capable but not interested in the work offered by management.

People who are competent and willing to perform the tasks assigned by management.

In accordance with the maturity level of employees, the leader is obliged to adapt his/her working methods concerning relationships with colleagues and organization in the workplace. Thus, the model assumes a differentiated approach of the leader to the levels of development and behavior of employees in the field of social support and directiveness in work.

Download a useful document on the topic:

Checklist: How to Achieve Your Goals in Negotiations with Clients
Stinson-Johnson model
The Stinson-Johnson model states that the importance of the leader's attention to relationships depends on the level of task structure as well as the individual characteristics of the subordinates. The leader must consider both the characteristics of the staff and the characteristics of the work they perform when determining the level of involvement.

Based on the presented model, the leader's active manifestation of interest in the work brings the best results in two specific cases:

when the task is well structured and subordinates are highly motivated to achieve goals and be independent, although their knowledge and experience already significantly exceed the required level;

When work is not clearly structured and employees show little need for goal achievement and independence, their knowledge and experience are insufficient to accomplish tasks.

On the other hand, a leader's low interest in work has a positive effect in the following situations:

the work is structured according to strict rules, the staff has knowledge and experience, but there is no motivation for independence;

the work does not have a clear structure, the staff has knowledge and experience and is motivated to be independent.