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Situational Leadership Theory, now named the Situational Leadership Model, is a model created by Dr. Paul Hersey and Dr. Ken Blanchard, developed while working on the text book, Management of Organizational Behavior. [1] The theory was first introduced in 1969 as "Life Cycle Theory of Leadership". [2]
Paul Hersey (January 26, 1931–December 18, 2012) was a behavioral scientist and entrepreneur. He was best known for conceiving Situational Leadership. Hersey published Management of Organization Behavior, which is now in its ninth edition. [2] Hersey taught about training and development in leadership, management, and selling.
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Some researchers looked for evidence that team leadership or “high–high” leadership was superior in all situations. However, the research was inconclusive. In 1969 Paul Hersey and Ken Blanchard published Management of Organizational Behavior: Using human resources detailing their situational leadership theory. This theory was unique in ...
The Hersey–Blanchard situational theory: This theory is an extension of Blake and Mouton's Managerial Grid and Reddin's 3-D Management style theory. This model expanded the notion of relationship and task dimensions to leadership, and readiness dimension. 3. Contingency theory of decision-making
Please help improve this article by introducing more precise citations. ( June 2017 ) ( Learn how and when to remove this message ) The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom , in collaboration with Philip Yetton (1973) and later with Arthur Jago ...
He is the co-creator with Dr. Paul Hersey of Situational Leadership, a theory they developed while working on the textbook Management of Organizational Behavior. [ 2 ] Blanchard is the Chief Spiritual Officer of Blanchard, [ 3 ] an international management training and consulting firm that he and his wife, Marjorie Blanchard, co-founded in 1979 ...
In Forsyth, the leadership substitute theory is defined as "a conceptual analysis of the factors that combine to reduce or eliminate the need for a leader." [1] A leader may find that behaviors focusing on nurturing interpersonal relationships, or coordinating tasks and initiating structure, are not required in every situation. A study by Kerr ...