Leadership and identity: A reinterpretation of situational leadership theory

Abstract

This essay advocates a message analysis approach to studying leadership processes. It is proposed that the motivating force underlying the behaviors prescribed by situational leadership theory (SLT) is the satisfaction of salient face wants. Triangulated methods were used to assess leadership message qualities. Researcher message codings and participants perceptions of message qualities were compared. Both data sources suggest that leaders’ messages cede more autonomy to followers as the latter gain job experience. There is also tentative evidence that followers give increasing priority to autonomy over time. The results for positive face support, however, are more ambiguous.