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Applying situational leadership in Australia

Gayle C. Avery (Graduate School of Management, Macquarie University, Sydney, Australia)
Jan Ryan (RSM Bird Cameron, Sydney, Australia)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 May 2002



Situational leadership (SL) remains highly popular among practitioners, despite considerable academic criticism, lack of theoretical debate, and relatively little published research into SL. We interviewed practicing managers trained in SL about their experiences in applying the model. SL appealed to the managers because of its intuitive simplicity, ease of use, and perceived relevance to managerial roles. SL can be applied consciously (with deliberation) or automatically. Contrary to expectations, practitioners did not report difficulty in assessing follower developmental levels. While respondents were aware that they needed to use all four SL styles in managing their people, consistent with previous research, these Australian managers preferred using supportive styles, and some went to considerable lengths to avoid being directive. The intercultural applicability of SL is questioned, and directions for further research into some of the hypotheses generated by this study are proposed.



Avery, G.C. and Ryan, J. (2002), "Applying situational leadership in Australia", Journal of Management Development, Vol. 21 No. 4, pp. 242-262.




Copyright © 2002, MCB UP Limited

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