In chapter 3, the most interesting segment was Hersey and Blanchard’s situational leadership approach, and it is stated that “the situational leadership posits that different situations call for different styles of leadership.” In other words, such a form of leadership style is adaptable to the circumstances in which a leader might find himself or herself. It is among the most significant segments of the chapter because situational leadership is the first trait-based style, which is flexible. Unlike previous theories of leadership, Hersey and Blanchard’s framework is more multifaceted in regards to followers’ ability and willingness. There are four readiness levels, which are determined by low and high ranges for ability as well as willingness factors. Based on these measurements, the situational leadership style offers a differential approach to each readiness condition. The main reason why I selected the segment is that people are not static creatures, which is why leadership styles should also be non-static.
For chapter 4, the most interesting segment was the last segment, where it is stated that “together, transformational and charismatic leadership have become the dominant theories in the field of leadership studies. However, scholars disagree as to whether they should be treated as interchangeable or considered separately.” In other words, both leadership styles share several key similarities, but they are not necessarily equivalent to each other. It is the most significant segment of the chapter because it reveals how one can use transformational leadership for his or her interests. The section introduces the concept of pseudo transformational leaders who appear to be using transformational style, but in fact, solely focus on their own goals at the expense of others.