Question 4 part iv
Situational leadership theory (short note)
5 marks
- Time to write
- About 10 minutes
From an older CBCS paper
Question
Question 4 part iv · 5 marksWrite notes on any three from the following: 5×3
- Situational leadership theory.
Reworded from the university paper; the task is the same. The original paper belongs to the University of Delhi. See DU's question bank.
Before you write
Read off the question and its marks
Read from the question
- any threeThe paper asks for any 3, and this is one of them. Only 3 are marked: a fourth earns nothing.
- notes onA note opens with the meaning, then two or three key points. No long introduction.
Write it in this order
- Read; underline the asks; jot your points 1 min
- 1 Meaning of the situational theory 1 mark 1 min
- 2 Main ideas of the theory 2 marks 3 min
- 3 Choice of style by situation, with example 1½ marks 2 min
- 4 Limitations ½ mark 2 min
- Check: every ask answered, key terms underlined 1 min
Easy marks
- Meaning of the situational theory (step 1, 1 mark): a definition in one or two lines. It opens the answer, so it takes a minute or two.
Short on time? Keep step 1 short. Trim steps 2 and 3 evenly rather than skip one: each is capped at its own marks. End with step 4 in a line or two.
Try it first. About 10 minutes for 5 marks. Write it out, then open the solution.
Solution
Hover or tap a marked figure, like 72,000, to see how it is made and where else it appears.
The situational theory holds that the pattern of leadership is a product of the situation a group is in, so leadership differs from one situation to another, and a person who leads well in one setting may fail to lead in another. It grew out of a weakness of the behavioural approach: a particular kind of behaviour may work at one time and fail at another.
- Leadership as interaction. Leadership is seen as a function of the interaction among the manager, the group and the organisational environment.
- Traits are not enough. The theory does not reject individual traits, but goes beyond them; its attention is on the character of the organisation rather than on the leader's personality alone.
- Leaders are made. Anyone can become a leader if the circumstances let him perform the functions the situation calls for.
- The effective leader reads the situation. He is one who understands the forces at work in the situation and acts in keeping with them.
Choosing a style to suit the situation
The idea shows in the choice of leadership style. Depending on the situation, a leader may combine styles: a free-rein leader still lays down some rules for the work, and a democratic leader may have to decide on his own in an emergency. Each style fits a different setting: an autocratic style is effective where a factory supervisor must get production out on time, while a free-rein leader gives the group wide independence to set its own objectives and methods, with the members taking responsibility for their work. The manager of a Bengaluru start-up may consult her experienced developers on most decisions, but take charge alone and give firm instructions on the night a payment system fails.
The theory gives too much weight to situational factors, and it does not show how good leaders can be developed, so it does not explain leadership completely.
Where the 5 marks sit
| # | Component | Marks |
|---|---|---|
| 1 | Meaning of the situational theory | 1 |
| 2 | Main ideas of the theory | 2 |
| 3 | Choice of style by situation, with example | 1.5 |
| 4 | Limitations | 0.5 |
| Total | 5 |
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