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The Situational Leader Hardcover – March 1, 1985


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Hardcover, March 1, 1985
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Product Details

  • Hardcover: 128 pages
  • Publisher: Warner Books; Fourth Edition edition (March 1, 1985)
  • Language: English
  • ISBN-10: 0446513423
  • ISBN-13: 978-0446513425
  • Product Dimensions: 0.6 x 5.4 x 8.2 inches
  • Shipping Weight: 10.4 ounces
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (11 customer reviews)
  • Amazon Best Sellers Rank: #154,228 in Books (See Top 100 in Books)

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Customer Reviews

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Most Helpful Customer Reviews

38 of 40 people found the following review helpful By A Customer on July 13, 1999
Format: Hardcover
I'd taken a class in Situational Leadership years ago when I was at IBM. Having taken nearly every management course that's come down the pike I can tell you it was the only that I could use at the end of the first day of training . . . and use at home! This little book, The Situational Leader has all the same material that was in my class: how to vary your style to meet the needs of people you want to lead, how to diagnose readiness, how to develop people and what to do when performance slips. I use it in my consulting practice now. This material is over thirty years old and more useful now than ever before! I gave it 5 stars and recommend it to anybody who wants to be more successful and effective at leading up, down, across and at home.
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10 of 11 people found the following review helpful By Christopher Wanko on May 17, 2004
Format: Hardcover
This slender management text gives the reader a decent leg-up on the challenge of managing four general types of employee (or peer, if you have a lead role). Although the title says "Situational Leader", I'm not sure this is precisely leadership as much as management skill building. Much of the work deals with assessing the people in your group, and making two decisions: how compentent is this person for the task, and how motivated is this person to accomplish the task? The four possibilities each have their own set of challenges.
Obviously, the unskilled and unmotivated person requires the most effort, as a manager will need to spell out in detail subtasks and ensure each subtask is accomplished. More subtle but no less important is the management of your skilled and motivated team members. Failing to acknowledge the achievements or to trust their competency could also lead to problems, perhaps even worse because a manager depends upon their superstars in a crunch.
I'm not a big fan of the hypothetical dialogue the author has chosen to illustrate workplace relevance, but it serves to introduce topics well and make them clear, if not obvious. Properly studied and boiled down to a few chapters, this has a place in anyone's management library.
Fred
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1 of 1 people found the following review helpful By Edwin C. Pauzer VINE VOICE on February 19, 2012
Format: Hardcover Verified Purchase
Have you ever had the experience of a supervisor micromanaging you when you were perfectly capable of doing your tasks without supervision? Have you ever been frustrated because a boss told you to "do the best you can," when you desperately wanted direction? This book is a recipe for the supervisor who has no clue how to lead and needs to learn how to balance company or department goals and while enhancing employee development. It is a practical guide to meeting both agendas rather than many leadership books or courses that simply list the traits and skills a manager should have.

The Situational Leader by Paul Hersey proposes that one style of leadership doe not work for every employee, that the successful leader must adapt to an employee's skill level, confidence level, willingness to do different tasks and carry out assignments. He calls this the employee's readiness level, and he divides them into quadrants: S1 Telling, S2 Selling, S3 Participating, and S4 Delegating.

For quadrants 1 and 4 he suggests using low levels of support. This should not be considered authoritarianism, it means that the employee at the S1 level needs direction that focuses on getting the task done or the skill learned, not on how he or she feels. The employee in S4 needs little direction and no support other than the boss' backing. Stroking will not work with this employee who would probably be suspicious of such behavior. Doing the job well is reward enough.

As the S1 employee increases her confidence level, skill level, and willingness, the boss needs to give more support through encouragement. The boss still supervises the employee. The next step is to get the employee to S3 by allowing her to direct the project, but is there to offer the same amount of encouragement as in S2.
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2 of 3 people found the following review helpful By T. L. White on June 5, 2010
Format: Hardcover Verified Purchase
The Situational Leader by Dr. Paul Hersey is an excellent book for any level of reader for the basic understanding of this model As one who used this model in the workplace before retiring, I found it to be a great review of the model but it could also be very useful for someone just wanting to learn about the subject and even implement it in their work or home environment. An easy read that is very understandable.
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Format: Hardcover Verified Purchase
This was a simple read and gave some solid examples. I have one major take away ... To assess the employee for willingness and ability before I use a given management style. This time to assess allows me to take the time I need, to pause and process what management style to use for a given situation.
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By Billy J. Hill on June 21, 2013
Format: Hardcover Verified Purchase
I'm using it to write my dissertation. Its a very good read and provides a lot of useful information. I'm happy with the purchase.
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