Criticism of Situational Leadership Model

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Maurice Hogarth, Consultant, United Kingdom
🔥NEW For me Hersey-Blanchard have, badly, mixed the Managerial Grid and the Tannenbaum-Schmidt Continuum. Some descriptions are illogical:
  1. Coaching is not a management ‘style’ and doesn't correlate with “Telling”. I consider that the 'Manager' role includes leading (management activities are to do with the task aspects [planning, organising &c.] while leading activities are to do with the people aspects [communicating, motivating &c.] These need to be balanced (Blake-Mouton, Adair et al).
  2. Although the SL model does distinguish between "low", "some" and "high" competence, it doesn't distinguish trained workers from experienced workers. The S1 aspect relates to Trained Worker Standard but the S2/3 aspects seem confused over the Experienced Worker Standard. TRAINED WORKER STANDARD is when the person has been trained and is 'competent' in how to do 'it' while concentrating on and thinking about 'it' but not yet sufficiently practised/experienced to do it "unthinkingly (...) Read more? Sign up for free

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  Michael Horwitz, Professor, United States

Analyzing Readiness is not a Problem with SL

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  Jaap de Jonge, Editor, Netherlands

Competence Subcategories Missing in Situational Leadership?

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  Michael Horwitz, Professor, United States

Readiness in Situational Leadership is Key

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  Maurice Hogarth, Consultant, United Kingdom

SL Model Dissonances

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