Project Management: Foundations to Practice · Resource and Team Management
Motivation and Leadership Styles
Different team situations call for different leadership approaches, and situational leadership theory gives project managers a concrete model for choosing which style fits which moment.
Different team situations call for different leadership approaches, a concept formalized in situational leadership theory developed by Paul Hersey and Ken Blanchard, which argues that effective leaders adjust their style based on a team member's competence and confidence for a given task, ranging from directive guidance for a novice to delegated autonomy for an experienced performer [1].
Key Takeaways
- Situational leadership theory (Hersey and Blanchard) matches leadership style to a team member's competence and confidence for a specific task.
- The same person may need directive guidance for an unfamiliar task and full delegation for a task they have deep experience in.
- PMBOK 8's Empowered Culture principle aligns with the delegated end of the spectrum, appropriate for teams in Tuckman's performing stage.
- Misapplying leadership style, directive to a performing team or delegative to a storming team, tends to actively harm the team.