Situational leadership: A review of the research

Abstract

AbstractSituational leadership theory (SLT)—it sounds great, but will it work? SLT, a popular theory based on task behavior, relationship behavior, follower (subordinate) maturity, and effective leader behavior, may not be what the training‐management professional expects. Johansen reviews the three major areas of research on SLT: conceptual validity, validity of the instrument associated with SLT— the Leadership Effectiveness and Adaptability (LEAD) survey—and the effect on subordinates' performance when the theory is accurately practiced by a leader or manager. According to Johansen, research has failed to support the conceptual basis of the theory and the validity of the instruments. Research regarding the effect on subordinates' performance when situational leadership is properly practiced by the leader has provided mixed results and only limited support for the theory. Johansen found that it is not possible to make a definitive statement based on experimental findings. Yet SLT does have redeeming qualities: it has opened much discussion about the many factors that affect leadership behavior and about the nature of leader‐subordinate relationships, and it has generated critical research. But until the validity and performance questions are answered, Johansen strongly suggests that SLT will be appropriately used only as a starting point for discussion about the dynamics of leadership behavior, subordinate expectations, leadership effectiveness, and decision making.