Analysis of the Communication Components Found within the Situational Leadership Model: Toward Integration of Communication and the Model

Abstract

This article identifies and assesses the effectiveness of communicating expectations, listening, delegating, and providing feedback in relation to the Hersey-Blanchard Situational Leadership model. It reviews the correlation between task versus relationship behavior that forms the basis of the Situational Leadership model. Then the article summarizes information found in literature on effective techniques for the four skills stated above. As these techniques are identified, they are discussed in relation to their effective use in the Situational Leadership model. To understand the application of the model in businesses and its impact on managers' communication effectiveness, we conducted a study of an operational department of a Fortune 500 financial services company. The results and content analysis of a survey we administered by random selection of the managers in this department indicate that successful use of the Situational Leadership model relies on effectiveness in four communication components: communicating expectations, listening, delegating, and providing feedback. Finally, we recommend areas of future research such as comparison analysis of surveys, interviews, and focus groups with subordinates of managers who have been trained on the Situational Leadership model and those who have not.

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