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Management Guru – Ken Blanchard Essay

He embraced many different ideas and models regarding leadership, ethics, empowerment, managing chance, team building and customer service. He Is the Chief Spiritual Officer of Ken Blanchard companies (an international management training and consulting firm – ranked in the top 20 training companies worldwide in 2010,2011 and 2012) (Youth, 2012) which he expounded with his wife Marjorie Blanchard back in 1979 in San Diego, California. 1 979 was a remarkable year In business due to the revolution and the Federal Government’s policy.

In 1 979 the policies of business and the outlook of Americans award their own personal fates, fortunes and frustrations are intertwined’. Ken Blanchard experienced many important and valuable changes in his life, from the World War II since he was born, to different countries’ formations and revolutions In time and the introduction of technology in the 21st century. (PUP Beta, 1979) Situational Leadership: To enable efficiency in business’s goals, the importance of seizing the development of human resources was essential; this Is why K.

Blanchard Introduced one of his Idea, the world’s most taught leadership model for more than 30 years’ – Situational Leadership. Abbreviated as SSL) Explanation: People in the field of management were trying to find the

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‘best’ leadership style over the past few decades but what ‘Situational leadership’ suggests is, there Is no one best style; a leader’s actions depend on the situation and his/her followers – an effective leader is someone who is capable of flexibly changing between different styles. The best approach is a good mix of all the leadership styles.

The concept was originally created by Paul Hershey and Ken Blanchard in 1969, and then It was revised and refined over time In 1 985 and In 1988 before a recent extended version was add in 1993. Description: The model is concerned about how different leadership styles can be used depending on the individual maturity level. More specifically, according to the four phases of development stages, defined through two factors, competence and commitment of each of the followers, a different process of tackling the leadership styles will be applied.

Therefore, leaders would have to make a decision of whether to emphasize more on the task or on their relationships with their employees – ‘Different Strokes for Different Folks’. (Signal, 1997, pep) There are four leadership styles itching to four development stages which are Directing, Supporting, Coaching and Delegating. Directing is used in situations where decisions have to be made quickly 1 OFF work – so called ‘enthusiastic beginners’ (Gamin, p. 49).

At this stage, people tend to be excited and are willing to perform the Job well, yet, they are inexperienced so they need leaders to tell them precisely what to do and closely monitoring their performance. Over time, at some point, people will start losing commitment; this is explained when ‘disillusionment sets it’ (Cigar, 1986) such people don’t receive any cognition for their efforts or whether the given task is harder to master than what they thought they would be able to do. They thought that their progress and ability to learn is slow, this causes a loss in the interest for the Job.

Therefore, Coaching style is suggested (including both providing direction and encouragement). For experienced people, they would be willing to have a more participative management style. However, they might be reluctant and cautious to share their ideas straight away. They would like to have a check and test their ideas before making a contribution in session making. This is when Supporting style occurs. Leaders will need to give recognition to encourage these workers. Lastly, Delegating style – this is appropriate for ‘self-reliant achievers’ – people who are both committed and competent.

They don’t need as much direction or support as they can provide it by themselves. Quinn Competing Values framework: Body (2011, up. P 40 – 61) introduced the Quinn Competing Values framework which shows the different directions of different organizations break into. The four main areas: The development of human resources, the expansion change, the examination of output and the consolidation continuity. The idea of SSL is the transactional process between leaders and their followers. ‘Situational leadership is not something you do to people but something you do with people’ (Cigar, 2011, p. 5) this means the model lies toward the development of human resources within the Quinn Competing Values framework. It emphasizes closely that in order to achieve the goals, the importance of improving employees’ skills is vital. In his recent talk in 2012, he states that ‘Leadership today is a servant leadership’, by saying this e turns the organizational pyramid upside down; meaning that staff are no longer working for their manager but it is the manager instead who should work for the staff (Bartlett, 2011, p. P. 1104).

This indicates a leader’s flexibility in controlling and managing the workers, so called Decentralization Differentiation in the framework. This idea is plausibly acknowledged by (Graff 1997) and (Yuk 2009). Employees’ behavior changes during different stages; they have unique needs and the leader’s ability to understand each of the needs explicitly and adapt to them is appraised to be more efficient. Critical assessment: As mentioned before, the SSL model is not only widely used in training leaders within organizations but its principles are also applicable and valid across a variety of sectors, including work, school and family.

The model is implemented by 400 of the Fortune 500 companies and still used to train millions of managers and supervisors every year (Morehouse, 2013). The model has proved to be practical and easy to follow as the approach is not a lengthy academic treatises or a dry stuffy subject but it is in the format of a story. It is also prescriptive rather than being theoretical. In other words, the model gives clear instructions of what to do in every specific context and circumstance.

For instance, with low commitment, Coaching and Supporting should situational leadership model, in order to make it visually easier accessible and understandable at school. Students start to learn about four of the major concepts through clips scene by connecting and linking themselves to the leadership moments happening in the drama. (Toroth, 2008, up. P 69 – 77) Although SSL is affirmed to be an effective model, it also possesses drawbacks. A few leading managers and professors ere critical towards the validity of SSL theory.

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