Maturity model (leadership apprenticeship)

The maturity model is part of the theory of situational leadership developed in 1977 by Paul Hersey and Ken Blanchard . According to this model, the manager should choose a management style that is appropriate to the level of maturity of the employee . The degree of maturity is determined from the combination of motivation (psychological maturity) and ability ( maturity for work). The development from low to high results in four basic forms:

Maturity level 1

unable and unwilling

Maturity level 2

not able, but willing

Maturity level 3

able but unwilling

Maturity level 4

able and willing

According to this theory, there is a suitable (promising) leadership style for each of these maturity levels :

Conducting (telling)

Give precise instructions and monitor performance!

Convince (selling)

Explain decisions and give opportunities for clarification questions!

Participate

Share ideas and encourage decisions!

Delegation

Hand over the responsibility for decision making and implementation!

Empirical reviews of the theory of situational leadership and thus of the maturity model have shown that this model is inconsistent and ambiguous on the one hand (see Barnum effect ) and on the other hand has methodological weaknesses. As a result, the practical use is called into question.

See also

• Systemic leadership
• Contingency theory (leadership theory)
• Situational leadership

References

1. ↑ G. Yukl: Leadership in Organizations. 8th edition. Pearson, 2013, ISBN 978-0-273-76566-0 .
2. ↑ G. Yukl: Leadership in Organizations. 8th edition. Pearson, 2013, p. 171 f.
3. ^ S. Robbins et al.: Fundamentals of Management. 7th edition. Pearson, 2011, ISBN 978-0-13-509518-8 , p. 328.