Leadership Models: Managerial Grid, Situational Leadership, Four Framework Approach

Running Head: Leadership Models
Leadership Models
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Author’s Note

LEADERSHIP MODELS1
Leadership can be defined as the art of motivating individuals to achieve curtails goals
and target (Winston & Patterson, 2006). In an organisation a leader has the responsibility and
authority to direct its workers and colleagues to achieve strategies and meet the company’s
needs. Leadership models can be defined as the guiding principle that species about the
leadership behavior in the business environment (Bush & Glover, 2014). The three leadership
models that are discussed are:
 Managerial Grid
 Situational Leadership
 Four Framework Approach
Managerial Grid- in the managerial grid there are four window or quadrants that
represents the level of strength that is concern for people and concern for result. The
four window are Team leader, Impoverished, Country club and Authoritarian (Gallo,
Tausova & Gonos, 2016).
i. Team Leader- the leaders are focused to encourage the employee and lead them
by example to make sure that the environment in the work place reach their
highest potential (Gallo, Tausova & Gonos, 2016).
ii. Authoritarian- the authoritarian type of leader are very task oriented and are
considered to be very hard working. The leaders believe on strict schedule and
expects when something goes wrong to focus on who is to be blamed rather than
on what went wrong (Gallo, Tausova & Gonos, 2016).
iii. Country club- the leaders use the reward power to preserve discipline and
encourages the team to achieve its goals. The fear of the leaders are resulted in the

LEADERSHIP MODELS2
hiring of the candidate and depends on the achieving goals (Gallo, Tausova &
Gonos, 2016).
iv. Impoverished Leader- the leaders uses a representatives and disappears from the
organization. The team members are allowed to leave the team when it is feasible
and wishes to detach themselves (Gallo, Tausova & Gonos, 2016).
Situational leadership- the leadership model was developed by Paul Hersey and Ken Blanchard
in 1977 based on two structure: required level of supervision and arousal level to instruct
(Thompson, & Glasø, 2015).
i. Supervision- it can also be termed as directing by the management. The employee’s level
of management can be determined by level of supervision. The power of supervision
should not be marked low or over supervision. In case of low supervision that leads to
miscommunication, the perception of the employee that the leader does not care and lack
of coordination. The level of supervision in case of over supervision that leads to stifles
initiatives and lowers the morale. The goal is to mark on the combination of good
qualities and direct the employee (Thompson, & Glasø, 2015).
ii. Arousal- the knowledge and employee’s skill determines the amount of emotional
support that is required. The emotional support of the supervisors is important as it
motivates the employee towards learning. However the level of arousal motivates the
leader and the employee (Thompson, & Glasø, 2015).
Four Framework Approach