In the context of Fiedler's leadership model, three key factors influencing managerial behavior were identified, which had a significant impact on the development of the theory. These factors include:
relationship between the leader and the team. The personal qualities of the leader determine the degree of loyalty, trust and attractiveness to the members of the group;
familiarity and clarity of the tasks set, as well as their structuring to avoid uncertainty;
the range of rights and duties key features of paytm of the manager, providing the opportunity to use rewards or punishments and other powers.
Fiedler argued that each situation's leadership style is unique, but the leader's overall style remains constant.
Leadership style is determined by calculating scores on all items. Leaders who score high and describe their subordinates in a positive light have a style that focuses on interpersonal relationships. Those who score lower have a style that focuses on task performance. According to Fiedler, leadership style remains stable and does not change much from one instance to another because it reflects a person’s primary motivations: relationship motivation and task motivation.
The model places importance on control or favorable conditions for the leader. This is determined by how easily the leader can manage the situation and influence others. A high degree of control suggests that the leader's actions will lead to expected results, since he or she is able to manage the development of events. A low degree of control may cause the results to not correspond to the leader's plans.
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Hersey and Blanchard Model
The leadership model developed by Hersey and Blanchard emphasizes that there is no universal recipe for success in leadership, unlike other concepts. The main emphasis is on taking into account the circumstances when assessing leadership effectiveness. An important factor is the degree of readiness of personnel, which depends on their level of knowledge, experience, skills and abilities. Maturity is assessed on the basis of professional experience and the abilities necessary to perform tasks, and affects people's desire to work.
Hersey and Blanchard Model
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The key is to show understanding and trust in people so that they don't feel the need for constant instructions. If employees are already motivated and task-oriented, then the leader can simply support their inner enthusiasm and stimulate their work.
The study identified four main types of employee behavior:
Incompetent and insecure people who show no desire to work.
People who have motivation but lack skills.
Employees who are capable but not interested in the work offered by management.
People who are competent and willing to perform the tasks assigned by management.
In accordance with the maturity level of employees, the leader is obliged to adapt his/her working methods concerning relationships with colleagues and organization in the workplace. Thus, the model assumes a differentiated approach of the leader to the levels of development and behavior of employees in the field of social support and directiveness in work.
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