We have defined leadership as the process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situational. In essence, leadership involves accomplishing goals with and through people. Therefore, a leader must be concerned about tasks and human relationships. Although using different terminology, Chester I. Barnard identified these same leadership concerns in his classic work the Functions of the Executive, in the late 1930’s. These leadership concerns seem to be a reflection of two of the earliest schools of thought in organizational theory – scientific management and human relations.
Scientific Management Movement
Frederick Winslow Taylor
In the early 1900’s one of the most widely read theorists on administration was Frederick Winslow Taylor. The basis for his scientific management was technological in nature. It was felt that the best way to increase output was to improve the techniques, or methods, used by workers. Consequently, he manipulated by their leaders. Accepting this assumption, other theorists of the scientific management movement proposed that an organization as rationally planned and executed as possible be developed to create more efficiency in administration and consequently increase production. Management was to be divorced from human affairs and emotions. The result was that the workers had to adjust to the management and not the management to the workers.
To accomplish this plan, Taylor initiated time and motion studies to analyze work tasks to improve performance in every aspect of the organizations. Once jobs had been reorganized with efficiency in mind, the economic self-interest of the workers could be satisfied through various incentive work plans (piece rates and such).
The function of the leader under scientific management or classical theory was obviously to set up and enforce performance criteria to meet organizational goals. The main focus of a leader was on the needs of the organization and not on the needs of the individual.
Human Relations Movement
Elton Mayo
In the 1920’s and early 1930’s the trend started by Taylor was to be replaced at center stage by the human relations movement, initiated by Elton Mayo and his associates. These theorists argued that in additional to finding the best technological methods to improve output, it was beneficial to management to look into human affairs. It was claimed that the real power centers within an organization were the interpersonal relations that developed within the working unit. The study of these human relations was the most important consideration for management and the analysis of organization. The organization was to be developed around the workers and had to take into consideration human feelings and attitudes.
The function of the leader under human relations theory was to facilitate cooperative goal attainment among followers while providing opportunities for their personal growth and development. The main focus, contrary to scientific management theory, was on individual needs and not on the needs of the organization.
Situational Leadership® Model
Doctor Paul Hersey
Professor Paul Hersey was teaching a class in human behavior management at Ohio University when he first met Ken Blanchard. The class was extremely popular and Ohio University students often found it very competitive in securing a seat in the course. Ken petitioned Professor Hersey to allow him to audit the course. His goal was to gain more insight into the class’s popularity and to get a much more in-depth look at Professor Hersey’s theories concerning managing human behavior. Professor Hersey refused to allow the course audit. Instead, Professor Hersey agreed to open up a seat if Ken would agree to participate, not as an auditor, but as a student. To his credit, Ken agreed. During the class Professor Hersey had the chance to review Ken’s writing style and skills. He was impressed and decided to ask Ken to partner with him. Professor Hersey’s idea was to document his theories on human behavior management in the form of the new book and to use Ken’s superior writing skills to ensure the material was expertly documented and presented for the readers.
To learn the rest of the story on how the relationship between Doctor Paul Hersey and Ken Blanchard lead to the creation of the Situational Leadership® Model, please view the recent video posted on the Center for Leadership Studies Youtube channel (http://www.youtube.com/CLSSitLead). The complete story is documented by film narrator, CLS CEO, David Hersey. We also encourage you to attend an upcoming Situational Leadership® training workshop at our Escondido, California training facility. The workshops are designed as “Train the Trainer” sessions that prepare corporate trainers from companies around the world to go back to their workplace and roll out the Situational Leadership® program within their organizations.
Our Principles 
