Research Paper Unit VII

Unit VII Research Paper

For the Unit VII Research Paper, you will use the outline from Unit I and research located in Unit IV to create a final paper.

As part of the body of your paper, you will address the following points:

 How does this theory address organization change?

 What are the leader’s behaviors and characteristics?

 What are the follower’s behaviors and characteristics?

 What situational characteristics can this theory be applied?

 Provide two examples of this theory in action. (Provide two examples of this theory in a theoretical application or

from your own experiences.)

You are required to use at least five outside sources in your research paper from the CSU Online Library. Use the same

five sources from the Unit IV Annotated Bibliography.

Your research paper must be formatted according to APA standards and include the following and be a minimum of five

pages in length (not including the title and reference pages):

 Title page

 Research paper body (at least five pages in length)

 Reference page (at least five outside sources)



Situational Leadership Model

William Fiedler

Columbia Southern University

Situational Leadership Theory

In this paper, I decided to base my research on situational leadership theory as my topic. The reason behind this is that the topic has currently been considered as an important case in many organizations across the world and academic settings. Study on Situational leadership has been considered to offer significant benefits to various social areas from business to academic, political standpoints and many other areas. Situational leadership model proposes that the environment, as well as the readiness of followers, determine how leaders will demonstrate their effective performance. Through this study, an individual willing to be a leader can strengthen his or her repertoire of leadership skills through gaining experience and confidence in his or her leadership style.

Possible subtopics under situational leadership model

(i) Types of situational leadership

Despite situational leadership offering extreme adaptability, it is made up of four basic styles, whereby each type is custom tailored to elicit the highest productivity from each. The types include:

Directing: this is the style of situational leadership that is regarded as appropriate when the followers have low willingness as well as low ability to handle the task at hand. In this situation, it is, therefore, the responsibility of the leader to take a highly directive role. Directing requires leaders to define the roles as well as responsibilities of the followers, and making a close supervision of them.

Coaching: This is an approach of situational leadership that is most important when the followers possess high willingness but have a low ability to perform a task at hand. There is a necessity of the leader to define roles and tasks in a clear manner and also seek for ideas together with suggestions from the follower.

Supporting: This is an appropriate approach when followers possess low willingness but have a high ability to perform a given task.

Delegating: this is an appropriate approach when the followers possess the high willingness as well as high ability.

(ii) Benefits of situational leadership model

Situational leadership model possesses various significant benefits when properly practiced. It is well recognized and often used for training leaders. It is easy to practice and apply across various tasks. It places emphasis on the flexibility of a leader.

Research questions on situational leadership model

To attain the effectiveness leadership goals, leaders need followers to achieve their desired outcomes. Thus, making a match on the right leadership behavior with the level of readiness of a follower should be effective. From this argument, therefore the following research questions can be proposed:

Question 1: Is there a significant effect on the situational leadership and employee readiness match on the successful performance of an organization?

Question 2: How does the match affect an organization’s performance and what type of match would be effective in that case?

Relevance of the sources

According to Kaifi, Noor, Nguyen, Aslami and Khanfar (2013), situational leadership requires adapting to situations that emerge for the reason that ‘situational contingencies dictate the manner in which an individual reacts at that moment.’ This implies that situational leadership places its focus on the fact that leadership is made up of both a directive and supportive dimension. Each of these dimensions requires being used in accordance with a given situation.

From Griffin, Parker and Mason (2010) research, it is argued that the position of a leader is often related to task performance at the workplace by employees. Their findings provide the suggestion that leaders can motivate employees to be more proactive as well as adaptive with a clear, discrepant and compelling future’s view.


Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). “Leader vision and the development of adaptive and proactive performance: A longitudinal study”, Journal of Applied Psychology, 95(1): 174-182.

Kaifi, B. A. (2013). Organizational Behavior: Managing and Leading Organizations. Tamarac, FL: Llumina Press.

Kaifi, B. A., Noor, A. O., Nguyen, N., Aslami, W. & Khanfar, N. M. (2013). The importance of situational leadership in the workforce: A study based on Gender, Place of birth, and generational affiliation. Journal of Contemporary Management, 29-40.