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The situational leadership (theory) model is a leadership theory developed by Paul Hersey, professor and author of the book The Situational Leader,〔 and Ken Blanchard, leadership trainer and author of ''The One Minute Manager'', while working on the first edition of ''Management of Organizational Behavior''.〔Hersey, P. and Blanchard, K. H. (1969). ''Management of Organizational Behavior – Utilizing Human Resources''. New Jersey/Prentice Hall.〕 The theory was first introduced as "Life Cycle Theory of Leadership". During the mid-1970s, "Life Cycle Theory of Leadership" was renamed "Situational Leadership theory".〔Hersey, P. and Blanchard, K. H. (1977). ''Management of Organizational Behavior 3rd Edition– Utilizing Human Resources''. New Jersey/Prentice Hall.〕 In the late 1970s/early 1980s, the authors both developed their own models using the situational leadership theory; Hersey - Situational Leadership Model and Blanchard et al. Situational Leadership II Model.〔Blanchard, Kenneth H., Patricia Zigarmi, and Drea Zigarmi. Leadership and the One Minute Manager: Increasing Effectiveness through Situational Leadership. New York: Morrow, 1985. Print.〕 The fundamental underpinning of the situational leadership theory is that there is no single "best" style of leadership. Effective leadership is task-relevant, and the most successful leaders are those who adapt their leadership style to the maturity ("the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience of an individual or a group for the task") of the individual or group they are attempting to lead or influence. Effective leadership varies, not only with the person or group that is being influenced, but it also depends on the task, job or function that needs to be accomplished.〔 The Hersey-Blanchard Situational Leadership Model rests on two fundamental concepts; leadership style and the individual or group's maturity level. ==Leadership styles== Hersey and Blanchard characterized leadership style in terms of the amount of Task Behavior and Relationship Behavior that the leader provides to their followers. They categorized all leadership styles into four behavior types, which they named S1 to S4: * S1: Telling - is characterized by one-way communication in which the leader defines the roles of the individual or group and provides the what, how, why, when and where to do the task; * S2: Selling - while the leader is still providing the direction, he or she is now using two-way communication and providing the socio-emotional support that will allow the individual or group being influenced to buy into the process; * S3: Participating - this is how shared decision-making about aspects of how the task is accomplished and the leader is providing fewer task behaviours while maintaining high relationship behavior; * S4: Delegating - the leader is still involved in decisions; however, the process and responsibility has been passed to the individual or group. The leader stays involved to monitor progress. Of these, no one style is considered optimal for all leaders to use all the time. Effective leaders need to be flexible, and must adapt themselves according to the situation. ; 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「situational leadership theory」の詳細全文を読む スポンサード リンク
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