Situational leadership: A review of the research

• Published date: 01 March 1990
• Date: 01 March 1990
• DOI: http://doi.org/10.1002/hrdq.3920010109
• Author: Barry‐Craig P. Johansen

Situational

Leadership:

A

Review

of

the

Research

Barry-Craig

P.

Johansen

Situational leadership theory (SLT)-it sounds great, but will

it

work?

SLZ

a popular theory based

on

task behavior, relationship

behavior, follower (subordinate) maturity, and effective leader be-

havior, 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 subordi-

nates’ 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

ts

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 behavim and about the nature

of

leader-subordinate relationships, and it has generated critical re-

search. But until the validity and performance questions are an-

swered, 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 effective-

ness, and decision making.

Situational leadership theory

(SLT)

has been widely adopted as a model

for leadership behavior and training. Acceptance

of.

the theory appears

to

be based on its face validity. Research regarding

SLT

has focused on

three major areas:

the

conceptual validity

of

the theory, the validity

of

the

associated instrument-the Leadership Effectiveness and Adaptability

Note:

The

author gratefully acknowledges the assistance

of

Dr.

F.

Caskey for her

encouragement, guidance, and assistance in securing reference material.

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vol.

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no.

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Spring

1990

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Inc..

Publishers

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