The Blanchard Leadership Model

The Blanchard Leadership Model

In the Blanchard Leadership Model, Hersey and Blanchard (1977) suggest that the style of leadership is dependent on the subordinate's development level, competence versus commitment. The leader then has two different types of leadership, directive behavior and supportive behavior. The characteristics of directive behavior are one-way communication, followers' role spelled out, and closes supervision of performance. Supportive leadership behaviors include two-way communication, listening, providing support and encouragement, facilitate interaction and to involve follower in decision making. When the two types of leadership are put on a grid, four leadership styles emerge.

1. Directing - the follower has a low skill level and possesses low commitment. The follower has lacks training, understanding or previous experience and also lacks the motivation to complete the task. The leader would closely supervise this follower and use one-way communication to instruct the follower.

2. Coaching - the follower has low level of skill but high commitment. The follower possesses the motivation to complete the task but lacks understanding. The leader uses two-way communication to provide guidance and gain suggestions from the follower about how to complete the task.

3. Supporting - the follower has a high skill and variable commitment. The follower has the ability to complete the task, but does not have the confidence to do so. The leader focuses on motivation and confidence, the task is completed by the follower.

4. Delegating - the follower is both high in skill and commitment. The follower is experienced and motivated to fully complete the task. The leader assigns the task and the follower is in charge of decision making and completion.

This model could be effective at EEST. It could be used to assess the skill levels of the new employees and help to provide focus for the employees with low morale due to pending lay-offs. The employees falling into the delegating category can help continue the project and provide guidance for the other employees. The downfall of this model is that each follower may fall into different categories with each new task; therefore another assessment of the followers' skills and motivation will need to be done.

Four Framework Model

Bolman and Deal's (1991) four framework approach suggests that leaders display characteristics of one of four types of framework: Structural framework, Human Resources, Political and Symbolic. Any of these frameworks may be used for different situations. It is important to understand that more than one framework can be used at the same time for effective leadership and not be limited by the framework that is most comfortable to us.

* The Structural framework focuses on the task at hand. They are focused on structure, detail, strategy, implementation, analysis and design in order to achieve their goals. They are a social architect. When ineffective they become too detail oriented and a petty tyrant.

* The Human Relations framework is more focused on support and environment. They provide motivation, keep people involved, and help maintain balance between human needs and formal roles. They are a catalyst and servant. When ineffective they become a pushover, whose style is abdication.

* The Political framework focuses on power. They develop power by bargaining, forcing or manipulating others. They look for opportunities to excise power. They are considered an advocate and build coalitions with other leaders. When ineffective