Page 199 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

182 Chapter 7

FIGURE 7.2 Task
and relationship High
needs of developing Quadrant 3: Supporting Quadrant 2: Coaching
groups
Source: Adapted from High-intermediate Low-intermediate
readiness level,
Hersey and Blanchard’s readiness level, requires high task/high
requires high
Situational Leadership relationship/low relationship
Model, in Management of task behavior behavior
Organizational Behavior:
Leading Human Resources
(8th ed.), by Paul Hersey,
Kenneth H. Blanchard, Relationship Behavior (Supportive Behavior)
and Dewey E. Johnson, Quadrant 4: Delegating Quadrant 1: Directing
2001, Prentice-Hall,
Upper Saddle River, NJ. High readiness level,
requires low Lowest readiness level,
requires high task/low
relationship/low task relationship behavior
behavior

Task Behavior
Low Low (Directive Behavior) High

Hersey and Blanchard’s model places great faith in the leader’s ability to adapt to
the needs of the group as the group’s situation changes over time. Indeed, many lead-
55
ers are flexible, and Wood found evidence of such behavioral flexibility. The desig-
nated leader’s communication varied depending on the stated purpose of the
discussion. Leaders tended to compensate as needed, depending on what had
occurred at previous meetings, by providing more or less structure. Sorenson and
Savage observed greater variety in the effective leaders’ communicative styles than in
those of ineffective leaders, particularly with respect to the degrees of dominance and
56
supportiveness they exhibit. While used widely in the military, management, and
57
education, its effectiveness has been mixed. Following the guidelines of this model
may not guarantee effective results; however, studies of this model does reinforce the
need for leaders to pay close attention to members who are low in readiness and to
nurture their maturity. Leaders using this model as a guide must not force-fit their
members into particular categories and must remain alert to subtle nuances of their
interpersonal relationships with their members.

The Communicative Competencies Approach
No matter what approach you adopt to study leadership, you must acknowledge that
communication is how a leader gets the job done. Barge and Hirokawa proposed a

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