Leadership theories, models, and/or styles

When studying to be a healthcare leader it is important to understand what

dynamics form a proficient leader. Throughout time many theorists have studied what
traits a successful leader should entail such as organizing, directing, reporting, etc. From
these theorists, many theories, models, and styles have been proposed regarding
leadership. Three theories, models, and styles that I found to be the most useful in
becoming a successful leader are the situational leadership approach, the contingency
theory, and the transactional theory. Each one of these can build an individual to
change the minds of others and move organizations forward to accomplish identified
goals.
The situational leadership approach is when the best accomplishment of a leader
is done through different factors within a situation. The situational leadership approach
states that there is no ideal method of action a leader should take but rather a number of
options in which may be suitable to the specific situation (Staehle, 1976). When
developing alternative approaches within situational leadership it suggests creating a
decision model (Staehle, 1976). The decision model will help narrow down the most
effective options in the current situation. To help narrow down the most effective options
the leader should first apply each approach to the situation and see which will be the most
effective. However, if a leader continues to use this same approach through all situations
then it can be assumed that the leader only uses that one approach and can lead to a
partial view of him not using the situational leadership approach (Ramkanth, 1991). The
leadership style should also progress along a bell shaped curve as the task maturity of

the subordinate improves (Ramkanth, 1991). This bell-shaped model designed by Paul
Hersey helps build a structure to help evaluate situations.
There are four types of situational leadership approaches that make up The
Situational Leadership Model. The first type is directing which occurs when the
followers are having low willingness to work and low ability contribute to the task.
Directing mostly occurs in serious situations when things really need to be getting done.
When this occurs the leader must take a directive role and distribute tasks among their
followers. They must also perform close supervision to make sure everyone is following
along with their given tasks (Ramkanth, 1991). The second type is coaching which
occurs when the followers tend to be inexperienced but have a willingness to work. A
coach must still direct and assign tasks but also be willing to take on ideas and questions
from their followers (Ramkanth, 1991). The third type is supporting which occurs
when followers are very skilled at the task at hand but have no willingness to partake in
it. This is when a leader needs to focus on motivating and persuading their followers to
participate in the task (Ramkanth, 1991). The fourth and final type is delegating which
occurs when followers have a high ability to perform the task and a high willingness to
participate in it. A leader in this type of situation will just need to maintain
communication throughout the tasks and stay involved with decisions (Ramkanth, 1991).
The situational leadership approach, I believe, will be one of the most useful
styles of leadership due to one specific reason. This reason is that this leadership style is
made to adapt to any type of situation, and as a leader you are not faced with the same
situation every single time (Staehle, 1976). To be able guide a team to execute any issue
under any circumstance is the definition of a good leader. This leadership style teaches a

leader how to guide any type of team of followers you have to solve a problem. It also
allows a leader to broaden their styles of leading so that they can feel comfortable in any
situation given.
The contingency theory was first presented in the 1960s by a psychologist name
Fred Fiedler. This theory presented, basically, said that there is no one correct way to lead
an organization (Hoffman-Miller, 2015). The contingency theory is basically situational
but is much more meticulous. The idea of this theory is that leadership effectiveness
depends on the interaction of two factors: the leader's task or relations motivations and
aspects of the situation. (Seyranian, 2012) Leaders use the Least Preferred Coworker,
better known as LPC, to measure leaders tasks and relations. This measurement is used
to ask a staff member which coworker they work least well with. The higher the score the
more positive of a rating they got, the lower the score the more negative of a score they
got (Seyranian, 2012). However, interpretation of exactly what high and low scores
actually mean have been of much dispute. To receive an effective group outcome in the
situation a model is formed to match a high or low LPC to the right situation. The model
will help predict whether the leader chosen will be able to regulate and foresee the
groups outcome, called situational favorability (Seyranian, 2012). There are three
assessments that situational favorability depends on: leader-member relations, task
structure, and position power. Leader-member relations are generally high if their
followers respect the leader; task structure is high if the task presented is very organized,
and position power is high if the leader presents a high influence and power. These three
assessments lead to octants 1-8 that are controlled by either a high or low LPC
(Seyranian, 2012).

The contingency theory is very similar to the situational leadership approach in

such that there is no best way in leading an organization. When situations occur it is
best to analyze the situation and then handle the arising issue that has occurred. I believe
this theory is another useful approach because you are being open minded about the
situation in that youre not saying there is one efficient way to solve it, similarly to the
situational leadership approach.
Transactional theory emphasizes the relationship between the leader and their
followers. This theory focuses on the exchanging of a reward for the dedication and hard
work ones followers gives their leader (Kuhnert and Lewis, 1987). Transactional leaders
create mutual dependence between them and their followers, they satisfy expectations of
their followers, and they do whats in best interest of their followers. Successful
transactional leaders also know and understand their goals and how to achieve the
mission of the organization (Kuhnert and Lewis, 1987). However, there are two levels of
transaction that there can be: high quality and low quality. High quality involved
employees that received support and emotional resources were less likely to leave the
organization than employees that received low quality. Low quality, for instance, is when
an employee doesnt get rewarded for what work theyve done (Kuhnert and Lewis,
1987).
Transactional theory is a very useful theory in leadership because it creates a trust
between the leader and the employees. To be rewarded for the hard work one does is a
great way to develop a trusting relationship. When you have this relationship the staff
will begin to perform excellence on tasks theyre assigned and respect you as a leader.
Not only will you feel respected as a leader but also, so will your followers.

A leading healthcare benefits company called The Ken Blanchard Company uses
situational leadership through meetings, teaching, coaching, e-learning, etc. ("Situational
Leadership II Impact Report A Leading Health Care Benefits Company"). However,
before they put this leadership method into complete use, including all managers, they
performed an impact study with multiple managers throughout the company. They first
conducted this study through surveys that were sent to each participatory manager in the
company ("Situational Leadership II Impact Report A Leading Health Care Benefits
Company"). The managers selected came from multiple areas throughout the company
from customer service to sales. They then narrowed the survey results to about fifteen
where they then conducted in depth interviews ("Situational Leadership II Impact
Report A Leading Health Care Benefits Company"). An analysis of the interviews then
took place so they could see what situation theory skills have been applied to their work.
From these interviews and surveys the company found positive outcomes
regarding the situational theory approach. They found the learning process was effective
and easy to learn, conversations with staff have improved, they were able to determine
the development needs to staff easier, they are comfortable using multiple leadership
styles, and they are better able to manage the performance and development of their staff
using situational theory skills. ("Situational Leadership II Impact Report A Leading
Health Care Benefits Company") Nothing but positive outcomes came from the
application of the situational theory in the company.
After researching the contingency theory, the situational leadership approach, and
the transactional theory Ive come to determine that each theory and style would have a
positive outcome when leading a facility. Each theory and style varies but can provide

effective leading techniques when leading a group of staff members. This study of each
theory will be very effective when beginning to lead in a future healthcare facility.

Hoffman-Miller, Patricia, MPA. "Contingency Theory." Salem Press

Encyclopedia (2013): Research Starters. Web. 9 Sept. 2015.

Kuhnert, Karl, and Philip Lewis. "Transactional and Transformational Leadership: A

Constructive/Developmental Analysis." The Academy of Management Review. 4th
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Ramkanth, J. Indian Journal of Industrial Relations. 4th ed. Vol. 26. Shri Ram Centre for
Industrial Relations and Human Resources, 1991. 395-411. Print.
Seyranian, Viviane. "Contingency Theories of Leadership." Encyclopedia of Group
Processes & Intergroup Relations. Ed. John M. Levine and Michael A. Hogg.
Thousand Oaks, CA: SAGE, 2009. 152-56. SAGE Reference Online. Web. 30
Jan. 2012.
"Situational Leadership II Impact Report A Leading Health Care Benefits Company."
Ken Blanchard. The Learning Alliance, Inc., 1 June 2003. Web. 10 Sept. 2015.
<http://www.kenblanchard.com/img/pub/newsletter_successcasemethod.pdf>.
Staehle, Wolfgang. "Situational Approach to Management." JSTOR. Springer, 1976.
Web. 9 Sept. 2015. <http://0www.jstor.org.wncln.wncln.org/stable/40227278>.