When I started writing the Rough Guide to Leadership Models and Theories, I envisaged a series of articles about the popular leadership models plus some additional insights on how these may be used in today’s organisations.
Now, at the half way point, I am having second thoughts about the application of these models for leading change.
In Transformational Leadership we learned that one characteristic of the transforming leader is dealing with complexity, ambiguity and uncertainty.
So, let’s take a look at a leadership model based on the work of Ralph Stacey, the author of several books on leadership and organisational dynamics.
In Situational Leadership we introduced four leadership styles: Telling, coaching, participating, and delegating. Hersey and Blanchard contend that choice comes down to a sense of responsibility and willingness on the part of leader and team.
In contrast, Daniel Goleman, who popularised Emotional Intelligence, identifies six styles of leadership. But, this is where the similarity ends.
Here’s why …
In The Art of Strategy we learned the importance of fully understanding a situation before even considering action. And we briefly introduced the Hersey and Blanchard model of Situational Leadership, which is about adapting leadership style according to situation.
So, the next part of our rough guide to leadership models will cover leadership styles.