Situational LeadershipⓇ[情境领导]
(Blanchard Hersey)

知识中心

什么是情境领导？ 释义

Kenneth Blanchard和Paul Hersey提出的情境领导（Situational LeadershipⓇ）认为，领导者应该根据具体情境运用相应的领导方式。 此理论要求领导者对所处情境进行准确分析，进而选取适当的领导方式。 领导者应该根据员工在工作中表现出来的能力和信心，采取因人而异的领导方式。 即便对待同一名员工，不同时期、不同场合下的领导方法亦要有所不同。

Blanchard和Hersey制作了领导风格矩阵图（见右），用以帮助领导者对下属实施有针对性的、明确的领导。

领导者的领导行为

• S1 - 督促式（Directing）：高任务、低关系。领导者为下属制定角色、安排任务，并给以具体指示和严格监督。 所有决定由领导者做出，沟通是单方面的。 这种领导方式适用于缺乏能力但工作热情高、有自信的员工， 在工作中，他们需要指导和监督。
• S2 - 指导式（Coaching）：高任务，高关系。仍然由领导者为下属制定角色、安排任务，但允许讨论，并听取下属的意见和建议。 最终决策仍由领导做出，但增加了双向沟通。 这种领导方式适用于有一定的工作能力，但却缺乏自信的员工， 因为他们仍然是相对缺少经验的，所以他们仍然需要指导和监督。 同时，因为员工的自尊需要，领导者还应该给以他们鼓励和表扬，并将他们融入决策过程。
• S3 - 参与式（Supporting）：低任务， 高关系。领导者将例行的决策权力如工作安排、流程部署交予下属。 领导者协调促进下属展开决策讨论，并协助其自行决策。 这种领导方式适用于有工作能力，但缺少自信的员工， 由于他们的个人能力，他们不需要过多的工作督促或指导，但是给与适当的支持、增强他们的信心则是必要的。
• S4 - 授权式（Delegating）：低任务，低关系。领导者仍然参与下属的讨论，但控制权由下属掌握。 由下属决定在何时、何种情况下领导者需要参与决策讨论。 这种领导方式适合于既有很强的能力又有工作意愿的员工， 他们乐于独挡一面执行任何工作任务，而不需要太多的督导或支持。

高效能领导者能够根据不同的情境，在这四种模式之间适时变幻，选择最佳的领导方式。因为，没有哪一种领导方式是永远正确的。 然而，可以具有倾向性的选择，联系到情境领导，管理人员应该心中有数，哪一种领导方式比较适合自己。

同样，也可以根据员工的能力和意愿，将其所处状态分为四个类型。

追随者的发展水平

• D4 - 能力高，且信心十足。富有工作经验，具有独立完成工作任务的能力。 甚至有可能比领导者具有更高的技能。
• D3 - 能力高，但信心不足。富有工作经验和能力，但缺少独立完成工作任务的信心。
• D2 - 能力一般，且没有信心。具有一定的相关技能，但是，不能够在没有帮助的情况下，独立完成工作任务。 他们可能对于所从事的工作任务或者所处的工作情境还比较陌生。
• D1 - 能力低下，但信心十足。缺乏工作所需的技能，但充满自信能够应对难关和挑战。

与领导风格一样，员工状态也是相对的，要结合具体情境进行分析和判断。 同一名员工可能在某项工作上，具有高超的技能，表现出十足的信心，但很可能在另外一项工作上，就完全相反了。

Blanchard和Hersey认为，领导者要能够根据员工所处的状态阶段（D1-D4），调整和运用自己的领导方式（S1-S4）。 领导者通过采取与员工状态相适应的领导方式，最终的结果是：工作任务顺利完成，良好的人际关系在组织内构建起来，尤为重要的是，员工的状态也会随之向D4阶段发展，真正实现共赢的局面。

情境领导的步骤。 流程

1. 对每一名员工的工作任务进行识别；
2. 确定员工针对具体工作所处的状态（D1-D4）；
3. 针对每一项工作任务，选择适合的领导（管理）方式（S1-S4）；
4. 与员工就每一个具体情境进行讨论；
5. 制定联合计划；
6. 后续工作、检验、修正。

情境领导的优势。 优点

• 容易理解。
• 便于操作。

情境领导的局限。 缺点

• 该模型缺少领导与管理的区别。 这里所称的领导风格方式上更恰当的描述应该是管理方式。 也比较： Leadership Pipeline[领导补给线]
• 领导力也不仅仅局限于制定决策，还包括激励员工、影响员工的工作方向。
• 领导者可能确实需要针对不同的员工，采取不同的激励方式。 但这种激励应该发生在员工自身已经做出变革决定之后。 因此，也不能将领导方式狭隘地理解为决策方式。
• 对于工作责任、工作内容的关注过于琐碎。
• 尽管领导者或者管理者在不同的情境下确实应该有不同的作为， 但是过分关注细节，容易忽略管理和领导的实质和根本。

情境领导的假定。 条件

• 领导者应该调整自己的管理方式，以适应员工的“成熟度”，即员工完成工作任务所具有的能力和信心。
• 恰好存在四种领导方式与四种员工状态错落相配。
• 这四种领导方式建议领导者应该把领导重心放在具体的任务上（多管还是少管）以及和员工的关系上（亲还是疏）。
• 领导力主要表现在制定决策上。

参考书： Paul Hersey， Kenneth H. Blanchard， Dewey E. Johnson - Management of Organizational Behavior: Leading Human Resources

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研究链接 自动跳入有关以下内容的其他有用资源情境领导。 新闻 视频 简报   书比人好 学术的 更多

比较：   Leadership Styles[领导风格]  |  Stages of Team Development[团队发展阶段]  |  Leadership Pipeline[领导补给线]  |  Leadership Continuum[领导连续体]  |  Hagberg Model of Personal Power[哈格伯格个人力量模型]  |  Managerial Grid[管理方格理论]  |  Path-Goal Theory[路径-目标理论]  |  Theory X Theory Y[X理论-Y理论]  |  Contingency Theory[权变理论]  |  Competing Values Framework[竞值架构]  |  Expectancy Theory[期望理论]  |  Result Oriented Management[业绩导向管理]  |  Bases of Social Power[社会权力基础]  |  Seven Surprises[七大惊奇]  |  Seven Habits[七个习惯]  |  Results-Based Leadership[业绩导向领导]  |  Level 5 Leadership[第五级领导]  |  Servant-Leadership[仆人式领导]

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