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Situational Approach to Leadership
The situational approach to leadership asserts that there is no one best way to lead others and emphasizes that the style and behavior of the leader should depend on the characteristics of followers. Specifically, the situational approach to leadership model provides leaders with insight regarding the most effective leadership style to demonstrate based on the readiness of the followers. This approach contends that a leader will elicit maximum performance from followers when the leader’s behaviors are tailored to the followers’ ability, willingness, and level of confidence.
Known previously as the life cycle of leadership theory and situational leadership theory, the situational approach to leadership has been revised several times, and the terminology has been modified with each revision.
Research examining the behavioral approach to leadership has demonstrated ...
- Foundations
- Changing Nature of Work and Organizations
- Affordable Care Act
- Armed Conflicts: Implications for Organizations
- Big Data: Implications for Organizations
- Changing Demographics: Implications for Organizations
- Climate Change: Implications for Organizations
- Cyberattacks: Implications for Organizations
- Emerging Markets and Globalization: Implications for Organizations
- Epidemics: Implications for Organizations
- Global Political Instability: Implications for Organizations
- Immigration: Implications for Organizations
- Political Polarization: Implications for Organizations
- Rise of Africa: Implications for Organizations
- Rise of China: Implications for Organizations
- Social Media: Implications for Organizations
- Space and Spaceflight: Implications for Organizations
- Sustainability: Implications for Organizations
- Terrorism and Work
- Terrorism: Implications for Organizations
- U.S. National Debt: Implications for Organizations
- History
- Army Alpha/Army Beta
- Campbell, John P.: Ninth Recipient, SIOP Distinguished Scientific Contributions Award
- Dunnette, Marvin D.: Third Recipient, SIOP Distinguished Scientific Contributions Award
- Founders of Industrial and Organizational Psychology
- Guion, Robert M: Fifth Recipient, SIOP Distinguished Scientific Contributions Award
- Hackman, J. Richard: Tenth Recipient, SIOP Distinguished Scientific Contributions Award
- Hawthorne Studies/Hawthorne Effect
- History of Industrial and Organizational Psychology in Africa
- History of Industrial and Organizational Psychology in Asia
- History of Industrial and Organizational Psychology in Chile
- History of Industrial and Organizational Psychology in Europe and the United Kingdom
- History of Industrial and Organizational Psychology in North America
- History of Industrial and Organizational Psychology in Other Parts of the World
- Human Relations Movement
- Katzell, Raymond A.: Sixth Recipient, SIOP Distinguished Scientific Contributions Award
- Lawler, Edward E., III: Eighth Recipient, SIOP Distinguished Scientific Contributions Award
- Mayflower Group
- McCormick, Ernest J.: Eighth Recipient, SIOP Distinguished Scientific Contributions Award
- Owens, William A.: First Recipient, SIOP Distinguished Scientific Contributions Award
- Porter, Lyman W.: Seventh Recipient, SIOP Distinguished Scientific Contributions Award
- Project A
- Scientific Management
- Smith, Patricia C.: Second Recipient, SIOP Distinguished Scientific Contributions Award
- Unions
- Individual and Organizational Ethics
- Coercive Citations
- Corporate Ethics
- Corporate Social Responsibility
- Enron Scandal
- Ethical Decision Making and Behavior, Promotion of
- Ethics in Industrial and Organizational Practice
- Ethics in Industrial and Organizational Publishing
- Ethics in Industrial and Organizational Research
- Ethics Scandals in Organizations
- Ethics Training
- Industrial and Organizational Psychology, Poverty Reduction, and Prosocial Initiatives
- Rational Decision Making Theory
- Registered Reports Publication Model
- Stakeholder Theory
- Triple Bottom Line
- Unethical Data Analytic Practices
- Related Fields
- Changing Nature of Work and Organizations
- I-O Psychology Research and Evidence-Based Approaches
- Measurement
- Classical Test Theory
- Construct
- Criterion Theory
- Differential Item Functioning
- Factor Analysis
- Generalizability Theory
- Interrater Reliability/Agreement
- Item Response Theory
- Measurement Invariance
- Measurement of Implicit Attitudes
- Measurement Scales
- Multitrait–Multimethod Matrix
- Nomological Networks
- Normative Versus Ipsative Measurement
- Reliability
- Qualitative Research Techniques
- Quantitative Research Techniques
- Big Data Techniques/Analytics and I-O Psychology
- Experience Sampling Technique
- Facilitating Survey Response
- Lens Model
- Linkage Research and Analyses
- Longitudinal Research
- Meta-Analysis
- Multilevel Modeling
- Online Survey Data Collection Methods: Leveraging Qualtrics and SurveyMonkey
- Organizational Surveys
- Policy Capturing Method
- Quantitative Research Approach
- Simulation, Computer Approach
- Social Relations Model
- Survey Approach
- Survey Nonresponse Bias
- Research Methodologies and Approaches
- Archival Data/Secondary Data Techniques
- Benchmarking
- Convenience Sampling
- Cross-Cultural Research Methods and Theory
- Crowdsourcing
- Experimental Designs
- Mixed-Methods Designs
- M-Turk Data Collection
- Nonexperimental Designs
- Program Evaluation
- Qualitative Research Approach
- Quantitative Research Approach
- Quasi-Experimental Designs
- Role of Theory in Research
- Sampling Techniques
- What Is Theory?
- Scale Creation
- Statistics
- Bayesian Statistics
- Bootstrapping
- Common Method Variance
- Confidence Intervals/Hypothesis Testing/Effect Sizes
- Data Mining
- Data Visualization
- Descriptive Statistics
- Dyadic Data Analysis
- Exogeneity
- Incremental Validity
- Inferential Statistics
- Machine Learning
- Measures of Association/Correlation Coefficient
- Mediating Variables
- Missing Data
- Moderated Mediation and Mediated Moderation Models
- Moderator Variables
- Multilevel Modeling Techniques
- Nonparametric Tests
- Regression Techniques
- Relative Importance
- Statistical Power
- Structural Equation Modeling
- Tests of Mean Differences
- Utility Analysis
- Measurement
- Industrial Psychology
- Employment and Staffing
- Dictionary of Occupational Titles
- Background Checks/Credit Checks
- Building a Talent Pipeline
- Compensation
- Electronic Human Resource Management
- Exit Survey (Exit Interview)
- Gainsharing and Profit Sharing
- Gravitational Hypothesis
- Human Capital
- Human Resource Information Systems
- Human Resource Strategy
- Job Advertisements
- Job Analysis
- Job Analysis Methods
- Job Choice
- Job Description
- Job Evaluation
- Job Search
- Job Typologies
- Nepotism
- Occupational Information Network (O*NET)
- Organizational Attraction
- Person–Environment Fit
- Person–Job Fit
- Person–Organization Fit
- Person–Vocation Fit
- Placement and Classification
- Realistic Job Preview
- Recruitment
- Recruitment Sources
- Strategic Talent Management
- Succession Planning
- Evaluation and Performance Management
- 360-Degree Feedback
- Assessment Center
- Assessment Center Methods
- Electronic Performance Monitoring
- Employee Performance Recognition
- Error Management Training
- Feedback
- Feedback Seeking
- Performance Appraisal
- Performance Appraisal, Objective Indices
- Performance Appraisal, Subjective Indices
- Performance Feedback
- Rater Training
- Rating Errors and Perceptual Biases
- Results-Only Work Environment
- Self-Fulfilling Prophecy: Pygmalion Effect
- Individual Differences
- Achievement Needs, Power Needs, Affiliation Needs, and Goal Orientation
- Affective Traits
- Ambition
- Attractiveness
- Big Five Taxonomy of Personality
- Biographical Data
- Cognitive Abilities
- Core Self-Evaluations
- Emotional Intelligence
- Executive Attention
- Genetics and Industrial and Organizational Psychology
- Hardiness
- HEXACO Model of Personality
- Individual Differences
- Interpersonal Skill
- Learning Agility
- Locus of Control
- Machiavellianism
- Narcissism
- Optimism and Pessimism
- Personality
- Political Skill
- Polychronicity
- Practical Intelligence
- Proactive Personality
- Prosocial Values
- Protestant Work Ethic
- Self-Esteem
- Stereotype Threat
- Trainability and Adaptability
- Type A/Type B Personality
- Work Values
- Legal Issues and Discrimination in the Workplace
- Adverse Impact/Disparate Treatment/Discrimination at Work
- Affirmative Action
- Age Discrimination in Employment Act
- Americans with Disabilities Act
- Bona Fide Occupational Qualifications
- Civil Rights Act of 1964, Civil Rights Act of 1991
- Comparable Worth
- Data Privacy
- Employment at Will
- Equal Pay Act of 1963
- Family and Medical Leave Act
- Gay Rights Laws and Legislation
- Glass Ceiling
- Glass Cliff
- Immigration Law and Work
- Labor Law
- National Institute for Occupational Safety and Health/Occupational Safety and Health Administration
- Physical Disabilities at Work
- Pregnancy Discrimination Act
- Race Norming
- Religious Discrimination
- Sexual Discrimination
- Sexual Harassment
- Stereotyping
- Test Security
- Uniform Guidelines on Employee Selection Procedures
- Workers’ Compensation Law
- Workplace Accommodations for People With Disabilities
- Selection and Assessment
- Applicant/Test-Taker Reactions
- Banding
- Cognitive Ability Tests
- Computer-/Web-Based Assessment/Computer Adaptive Testing
- Conditional Reasoning
- Credentialing
- Employee Selection
- Employment Interview
- Executive Selection
- Faking and Intentional Distortion
- Graphology
- High-Potential Identification
- Individual Psychological Assessment
- Integrity Testing
- Job Knowledge Testing
- Letters of Recommendation
- Multimodal Performance Measurement and Assessment
- Online Assessment
- Personality Assessment
- Physical Performance Assessment
- Prescreening Assessment Methods for Personnel Selection
- Retesting
- Selection Strategies
- Selection: Occupational Tailoring
- Situational Judgment Tests
- Social Media in Selection
- Standardized Testing
- Work Samples
- Socializing, Developing, and Training Employees
- Developing Leadership Talent Through Multiple Experiences
- Distance Learning
- Diversity Training
- Employee Assistance Programs
- Executive Coaching
- High-Potential Initiatives
- Leadership Development
- New Employee Orientation
- Organizational Socialization
- Organizational Socialization Tactics
- Socialization, Employee Proactive Behaviors
- Stress Management Interventions
- Training
- Training Evaluation
- Training Methods
- Training Needs Assessment and Analysis
- Transfer of Training
- Employment and Staffing
- Organizational Psychology
- Careers, Identity, and Work–Life Issues
- Boomerang Employees
- Boundaryless Careers/Protean Mindset
- Career Development
- Career Success
- Career Transitions
- Careers
- Compressed Workweek
- Dependent Care Support
- Dual-Career Family Issues
- Employee Wellness Programs
- Expatriate Assignments
- Family Business
- Flexible Work Schedules
- Gay, Lesbian, and Bisexual Issues at Work
- Identity
- Identity Management Strategies
- Job Sharing
- Mentoring
- Motherhood Penalty/Fatherhood Bonus
- Older Worker Issues
- Part-Time Work
- Queen Bee Syndrome
- Retirement
- Shift Work
- Telecommuting
- Underemployment
- Veterans in Civilian Work
- Vocational Interests/Choice
- Work as a Calling
- Work–Life Balance
- Work–Life Conflict
- Work–Life Enrichment
- Counterproductive Employee Behavior and Withdrawal
- Abusive Supervision
- Bullying at Work
- Counterproductive Work Behaviors
- Counterproductive Work Behaviors, Interpersonal Deviance
- Counterproductive Work Behaviors, Organizational Deviance
- Cyberloafing at Work
- Microaggressions at Work
- Organizational Retaliatory Behavior
- Procrastination
- Theft at Work
- Victimization
- Violence at Work
- Withdrawal Behaviors, Absenteeism
- Withdrawal Behaviors, Lateness
- Withdrawal Behaviors, Turnover
- Workplace Exclusion
- Workplace Incivility
- Employee Engagement and Attitudes
- Affective Events Theory
- Attitudes and Beliefs
- Boredom at Work
- Emotions
- Engagement
- Flow
- Implicit Attitudes
- Job Involvement
- Job Satisfaction
- Job Satisfaction Measurement
- Mood
- Morale
- Organizational Commitment
- Organizational Cynicism
- Organizational Identification
- Organizational Justice
- Passion at Work
- Theory of Reasoned Action/Theory of Planned Behavior
- Union Commitment
- Employee Stressors, Health and Well-Being
- Dirty Work
- Emotional Burnout
- Emotional Labor
- Eustress
- Humor in the Workplace
- Illegitimate Tasks
- Job Demands–Control Theory
- Job Security/Insecurity
- Micro Breaks
- Mindfulness at Work
- Psychological Resilience
- Quality of Work Life
- Recovery From Work/Psychological Detachment
- Role Ambiguity
- Role Conflict
- Role Overload and Underload
- Stigma
- Stress and Physiological Indicators
- Stress, Consequences
- Stress, Coping and Management
- Stress, Models and Theories
- Workaholism
- Workplace Injuries
- Workplace Safety
- Groups, Teams and Interpersonal Interactions
- After Action Reviews
- Conflict at Work
- Conflict Management
- Diversity in the Workplace
- Employee Grievance Systems
- Employee Participation and Voice
- Faultlines
- Generational Issues in Working with Others
- Group Cohesiveness
- Group Decision-Making Quality and Performance
- Group Decision-Making Techniques
- Group Development
- Group Dynamics and Processes
- Groups
- Groupthink
- Guanxi
- Input–Process–Output Model of Team Effectiveness
- Intergroup Relations
- Interpersonal Communication
- Interpersonal Communication Styles
- Justice in Teams
- Meetings at Work
- Negotiation, Mediation, and Arbitration
- Networking
- Nonverbal Communication
- Online Support
- Social Comparison Theory
- Social Exchange Theory
- Social Loafing
- Social Norms and Conformity
- Social Support
- Status Characteristics Theory
- Team Building
- Team Mental Model
- Team-Based Rewards
- Teams, Creativity and Innovation
- Virtual Interactions
- Virtual Teams
- Workplace Romance
- Leadership and Management
- Behavioral Approach to Leadership
- Charismatic Leadership Theory
- Emergent Leadership
- Followership
- Global Leadership and Organizational Behavioral Effectiveness Project
- Implicit Theory of Leadership
- Judgment and Decision-Making Process
- Judgment and Decision-Making Process: Advice Giving and Taking
- Judgment and Decision-Making Process: Heuristics, Cognitive Biases, and Contextual Influences
- Leader–Member Exchange Theory
- Leadership and Gender
- Leadership and Neuroscience
- Leadership and Supervision
- Leadership Circumplex
- Least Preferred Coworker Theory
- Managing Talent in China
- Managing Talent in Global Organizations
- Normative Models of Decision Making and Leadership
- Prospect Theory
- Servant Leadership
- Shared Leadership
- Situational Approach to Leadership
- Situational Leadership Theory
- Theory X/Y
- Trait Approach to Leadership
- Transformational and Transactional Leadership
- Trust
- Volunteer Management
- Workplace Spirituality and Spiritual Leadership
- Motivation and Job Design
- Action Regulation Theory
- Action–State Orientation
- Approach–Avoidance Motivation and Regulatory Focus
- Control Theory
- Employee and Leader Self-Talk
- Empowerment
- Equity Theory
- Expectancy Theory of Work Motivation
- Gamification at Work
- Goal Orientation
- Goal-Setting Theory
- Human–Computer Interaction
- Incentives
- Intrinsic and Extrinsic Work Motivation
- Job Characteristics Theory
- Job Crafting
- Job Design
- Job Rotation
- Motivational Traits
- Need Theories of Work Motivation
- Path–Goal Theory
- Positive Psychology Applied to Work
- Privacy at Work
- Psychological Contract
- Reinforcement Theory of Work Motivation
- Self-Concept Theory of Work Motivation
- Self-Determination Theory
- Self-Efficacy
- Self-Leadership Theory
- Self-Regulation Theory
- Social Cognitive Theory
- Subconscious Motivation
- Theory of Work Adjustment
- Two-Factor Theory
- Work Motivation
- Organizational Climate and Culture
- Organizational Success, Structure, Design, and Change
- Automation/Advanced Manufacturing Technology/Computer-Based Integrated Technology
- Balanced Scorecard
- Dispositional Resistance to Change
- Downsizing
- Furloughs
- High-Performance Organization Model
- High-Reliability Organizations
- Institutional Theory
- Knowledge Management
- Learning Organizations
- Mergers, Acquisitions, and Strategic Alliances
- Open Systems Theory
- Organizational Behavior Management
- Organizational Change
- Organizational Change, Resistance to
- Organizational Communication, Formal
- Organizational Communication, Informal
- Organizational Development
- Organizational Image
- Organizational Structure
- Outsourcing and Temporary Work
- Sociotechnical Approach
- Strategic Planning
- Survivor Syndrome
- Theory of Action
- Total Quality Management
- Virtual Organizations
- Productive Employee Behavior and Performance
- Careers, Identity, and Work–Life Issues
- A Career in I-O Psychology
- Becoming and Being an I-O Psychologist
- Academic Careers in Industrial and Organizational Psychology
- Careers for Industrial and Organizational Psychologists
- Funding Sources for Industrial and Organizational Psychology Research
- Practice Careers in Industrial and Organizational Psychology: External Consulting Roles
- Practice Careers in Industrial and Organizational Psychology: Internal Roles
- Preparing for Academic Careers in Industrial and Organizational Psychology
- Preparing for Careers in Industrial and Organizational Psychology Practice
- Scientist–Practitioner Model
- Succeeding in Academic Careers in Industrial and Organizational Psychology
- Succeeding in Careers in Industrial and Organizational Psychology Practice
- Tips for Applying to Industrial and Organizational Psychology Graduate School
- Tips for Creating a Consulting Practice
- Tips for Getting an Internship
- Professional Organizations and Journals for I-O Psychologists
- Journal of Applied Psychology
- Personnel Psychology
- Academy of Management
- Alliance for Organizational Psychology
- American Psychological Association, Association for Psychological Science
- European Association of Work and Organizational Psychology
- Human Factors and Ergonomics Society
- Industrial and Organizational Psychology Journals
- International Association of Applied Psychology
- Society for Human Resource Management
- Society for Industrial and Organizational Psychology
- Becoming and Being an I-O Psychologist
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