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Life cycle theory of leadership.

1979; American Society for Training and Development; Linguagem: Inglês

0041-0861

Paul Hersey, Kenneth H. Blanchard,

Complex Systems and Decision Making

Abstract: Ohio State studies resulted in the development of four quadrants to illustrate leadership styles in terms of initiating structure (task) and consideration (relationships). The Blake and Mouton Managerial Grid expands Ohio State theories with a fifth position and describes leadership based on concern for production or people. Leadership style is best when it varies with the situation. Effectiveness of style is the key factor in assessing the style's value. The studies are attitudinal models. Behavior models follow the life cycle theory where the relationship between structure and consideration are curvilinear rather than linear. The life cycle theory adds the factor of maturity to the relationship. Maturity is defined by the relative independence, ability to take responsibility, and achievement-motivation of an individual or group. As the level of maturity of one's followers increases, as they pass through life cycles, leader behavior requires less structure and less socioeconomic support. Span of control should increase as maturity of leader and followers increases. Change through the life cycle cannot be immediate; behavior change is evolutionary and the result of development, planning, trust and respect.