Lifecycle Theory of Leadership

This theory was developed by Paul Hersey & Kenneth Blanchard

The theory holds that most effective leadership styles varies with the “maturity” of subordinates.

Hersey and Blanchard defined maturity not as age or emotional stability but as desire for achievement and willingness to accept responsibility.They believed that the relationship between a manager and subordinates moves through four phases as subordinates develop and mature

Phase1:
When subordinates enter the organisation a high orientation by the manger is most appropriate. Subordinates have to be instructed in their tasks and familiarise with the organisation rules and procedures. At this stage a non-directive manager may cause anxiety and confusion among employees. A participatory employee relationship approach would be inappropriate at this stage because according to Hersey and Blanchard employees cannot yet be regarded as colleagues.

Phase2:
As subordinates begin to learn their tasks, task orient leadership remains essential because subordinates are not yet willing or able to accept full responsibility. However, the mangers trust in and support of subordinates can increase as the manager becomes familiar with subordinates and willing to encourage further effort on their part. At this stage mangers can start using employee oriented behaviour.

Phase 3:
At this phase the subordinates ability and achievement motivation are increased and subordinates actively begin to seek greater responsibility. The manager will no longer need to be directive (close direction might be resented). Mangers will however continue to be supportive and considerate inorder to strengthen the subordinates residue for greater responsibility.

Phase 4:
As subordinates gradually become confident self- directing and experienced the manger can reduce the amount of support and encouragement. Subordinates can then be left on their “own” and no longer need directive relationship with the manger.