Life Cycle Theory of Leadership

As you have likely deduced from the readings and exercises so far, there are many factors that influence an individual’s ability to be effective.  Kurt Lewin¹ postulated a theory in the 1930s that behavior is a function of personality and the environment; in engineering terms, B=f(P,E).  For many years, professionals in the field of management and organizational development have wrestled with identifying what aspects of the environment interact with elements of personality to affect behavior.  A review of the research in this field could lead one to conclude that this is a fruitless search – individuals are too complex and unpredictable.

There are, however, a number of useful models that exist that help us understand the relationship between an individual’s personality, the personality of the “followers” and the work environment.  (I dislike the term “follower”, so for our discussion I will refer to a leader and the workforce – by which I mean those individuals whom the leader leads).  For this course we will focus on a model that helps to describe a leader’s effectiveness in terms of dealing with two aspects of the workforce:  1) emphasis on task accomplishment and 2) emphasis on relationship building.

Several variations of the model exist based on research conducted over a number of years.  The results of behavioral studies were incorporated into a grid proposed by Blake and Mouton. They developed the“Managerial Grid”which provides one variation of the model.  In this grid, emphasis on task is labeled “Concern for Production” while emphasis on relationship building is termed “Concern for People”.  Blake and Mouton assert that there is a best leadership style(behavior). The best set of behaviors is assumed to be characterized by both high concern for production and high concern for employees. On the basis of the Managerial Grid, 1,1 leadership (Impoverished) is the least desirable style.

Hersey and Blanchard developed a similar model based on the same research that includes “Task Behavior” and “Relationship Behavior”.   In their model, however, Hersey and Blanchard describe effective leadership as being situational – it depends upon the needs of the workforce.  In fact, it depends upon the needs of each individual in the workforce.

The Situational Leadership Model suggests that the developmental levels of a leader’s workforce play the greatest role in determining which leadership styles are most appropriate (leader behaviors).  This model describes leader behaviors in terms of two continua, 1) directive behavior (emphasis on task), and 2) supportive behavior (emphasis on relationship building).

This model expands on other approaches by taking situational variables into account.   The key situational variable, when determining the most effective leadership style, is the readiness or developmental level of the workforce.   Directive behavior may be more appropriate for some situations and / or some individuals while supportive behavior is likely more appropriate in other situations with other individuals.  In terms of the task and relationship graphic similar to the management grid, the following is often used for the Hersey – Blanchard model.

This model suggests that there are four leadership styles or four quadrants of leader behavior that may be appropriate for a given situation.  In some circumstances more attention is needed on task than relationship; in other situations, high relationship behavior (on the part of the leader) and low task emphasis is appropriate.

The model describes a range of levels of development for individuals in the workforce.  Many times this range is described by four distinct categories(the terms used below are not those of Hersey or Blanchard):

Level 1 – Novice: characterized by low competency levels but a high commitment level

Level 2 – Apprentice: characterized by some competence but a lower enthusiasm

Level 3 – Journeyman: characterized by high competence but variable commitment

Level 4 – Master: characterized by high competence and high commitment

The model combines the behavior grid (similar to the Blake- Mouton Managerial Grid) with the Developmental Levels of the workforce to arrive at some conclusions about appropriate leadership styles. In other words, the developmental level of the workforce determines which of the four leadership styles is most effective.

One of the original articles describing the relationship between leadership style and development level of the workforce by Hersey and Blanchard is provided here.  Follow the link and read the article Life Cycle Theory of Leadership.  The latest treatment of the model can be found in Management of Organizational Behavior, Sixth Edition, Hersey and Blanchard, Prentice Hall, 1993.