OBNotes.hlp and OBNotes.htm by Wilf Ratzburg. ORGANIZATIONAL BEHAVIOR. THE BLANCHARD LEADERSHIP MODEL

The Blanchard Leadership Model takes a situational perspective of leadership. This model posits that the developmental levels of a leader's subordinates play the greatest role in determining which leadership styles are most appropriate (leader behaviors). According to this conceptualization, leader behaviors fall along two continua, (1) directive behavior, and (2) supportive behavior. This categorization is not dissimilar to those of the Ohio State Leadership studies and the University of Michigan studies.

BLANCHARD SITUATIONAL LEADERSHIP MODEL

LEADER BEHAVIOR CATEGORIES

DIRECTIVE BEHAVIOR

SUPPORTIVE BEHAVIOR

one-way communication
followers' roles spelled out
close supervision of performance

two-way communication
listening, providing support & encouragement
facilitate interaction
involve follower in decision making

Putting the leadership behaviors identified by the Blanchard together on a grid (note the similarity between this figure and the Blake and Mouton Managerial Grid), four leadership styles result:

directing

coaching

supporting

delegating

This grid does not differ very much from the Blake and Mouton Managerial Grid. So, what distinguishes it from the previous behavioral leadership models? This models expands on previous approaches by taking situational variables into account.

For Blanchard the key situational variable, when determining the appropriate leadership style, is the readiness or developmental level of the subordinate(s). Their model posits 4 such developmental levels:

D1:

LOW COMPETENCE
HIGH COMMITMENT

D2:

SOME COMPETENCE
LOW COMMITMENT

D3:

HIGH COMPETENCE
VARIABLE COMMITMENT

D4:

HIGH COMPETENCE
HIGH COMMITMENT

The Blanchard model combines the behavior grid (similar to the Blake- Mouton Managerial Grid) with the Developmental Levels of subordinates to arrive at some conclusions about appropriate leadership styles. In other words, the Developmental Level of the Subordinates determines which of the four leadership styles (S1, S2, S3, or S4) is correct.

The interdepartmental task force that you manage has been working hard to complete its division-wide report. You have been assigned a new task force member. He must complete some cost figures for his department by next week but knows nothing about the task force's requirements or the format of the report. He is excited and enthused about learning more concerning his role on the task force.

Recently, you have begun to have trouble with one of the people you supervise. He has become lackadaisical, and only your constant prodding has brought about task completion. Because of past experience with him, you suspect he may not have all the expertise needed to complete the high priority task you have given him.

Because of budget restrictions imposed on your department, it is necessary to consolidate. You have asked a highly experienced member of your department to take charge of the consolidation. This person has worked in all areas of your department. In the past, she has usually been eager to help. While you feel she has the ability to perform this assignment, she seems indifferent to the importance of the task.

Your staff has asked you to consider a change in their work schedule. In the past, you have encouraged and supported their suggestions. In this case, your staff is well aware of the need for change and is ready to suggest and try an alternate schedule.

Try a few examples to get a feeling for how to apply the Blanchard Model:
Example #1
Example #2
Example #3
Example #4

The interdepartmental task force that you manage has been working hard to complete its division-wide report. You have been assigned a new task force member. He must complete some cost figures for his department by next week but knows nothing about the task force's requirements or the format of the report. He is excited and enthused about learning more concerning his role on the task force.

1. the employee is inexperienced	2. the employee is enthusiastic

DEVELOPMENTAL LEVEL 1 -- D1

LEADERSHIP STYLE -- S1 HIGH DIRECTIVE -- LOW SUPPORTIVE Tell him exactly what to do and closely monitor his progress.

Recently, you have begun to have trouble with one of the people you supervise. He has become lackadaisical, and only your constant prodding has brought about task completion. Because of past experience with him, you suspect he may not have all the expertise needed to complete the high priority task you have given him.

1. the employee lacks experience	2. the employee is unenthusiastic

DEVELOPMENTAL LEVEL 2 -- D2

LEADERSHIP STYLE -- S2 HIGH DIRECTIVE -- HIGH SUPPORTIVE Closely supervise his work while drawing out his feelings about the task.

Because of budget restrictions imposed on your department, it is necessary to consolidate. You have asked a highly experienced member of your department to take charge of the consolidation. This person has worked in all areas of your department. In the past, she has usually been eager to help. While you feel she has the ability to perform this assignment, she seems indifferent to the importance of the task.

1. the employee is highly experienced	2. the employee is unenthusiastic

DEVELOPMENTAL LEVEL 3 -- D3

LEADERSHIP STYLE -- S3 LOW DIRECTIVE -- HIGH SUPPORTIVE Discuss the situation with her. Encourage her to take the job in light of her skills.

Your staff has asked you to consider a change in their work schedule. In the past, you have encouraged and supported their suggestions. In this case, your staff is well aware of the need for change and is ready to suggest and try an alternate schedule

1. the employees are highly experienced	2. the employees are enthusiastic

DEVELOPMENTAL LEVEL 4 -- D4

LEADERSHIP STYLE -- S4 LOW DIRECTIVE -- LOW SUPPORTIVE Allow the staff to formulate and implement the schedule on their own.

	ONE-WAY COMMUNICATION
	FOLLOWERS' ROLES SPELLED OUT
	CLOSE SUPERVISION OF PERFORMANCE

	TWO-WAY COMMUNICATION
	LISTENING, PROVIDING SUPPORT & ENCOURAGEMENT
	FACILITATE INTERACTION & INVOLVE FOLLOWER IN DECISION MAKING