我找了论文了，原文如下： Situational Leadership, Perception, and Imapct of Power. Paul Hersey；Kenneth H. Blanchard；Walter E. Natemeyer Group & Organiztion studies（pre-1986）；Dec. 1979;4, 4；ABI/INFORM Global pg.418 "Telling" is for low maturity. People who are unable an unwilling to take responsibility need clear, specific directions and supervision. This style is called "telling" because it requires telling people what, how, when, and where to perform. It emphasizes directive behavior. Too much supportive behavior with people at this level maybe seen as permissive or, more important, as rewarding poor performance. Telling involves high task behavior and low relationship behavior. Paul Hersey is president of Leadership Studies Productions, 230 West Third Avenue, Escondido, CA 92025. Phone 619/741-6595；fax 619/747-9384 Ken Blanchard is cofounder of Blachard Training and Development, 125 State Place, Escondido, CA 92029. Phone 619/489-5005；fax 619/489-8407. ================================================================== 不过在 1996 年的一篇文章中， Great ideas revisited:Revisiting the life-cycle theory of leadership Hersey, Paul;Blanchard, Ken Training & Development; Jan 1996;50,1;ABI/INFORM Global pg.42 有提到 The Parisi-Carews also thought that the second level of development of maturity should be "unwilling and unable," in order to correspond with the dissatisfaction stage of group development. 意思大致上就跟我们讨论的很像，因为环境改变，现在的人所接收的资讯和教育不同， 工作的行为和心态上也不一样，所以模型的内容设定上应该也要有所更动。 Hersey 回答 I would agree with Ken: Most people enter a new job position of task at readiness level 2 instead fo 1, which improves their accuracy in diagnosing development and helps them become more responsive in dealing with a regression in performence. Leadership intervention can occur anywhere along the readiness continuum. 翻成白话文就是「妈的！老子用了二、三十年的模型你说改就改喔！」 当然人家原文是说得很多、很婉转，也有用逻辑定义解释得很清楚，我只是摘录一段， 可是讲了老半天，他们两个根本就觉得没必要改， 然後我又上了 Ken Blanchard 的网站企图找寻到底目前最新的模型为何， 结果发现这老兄还写了Situational Leadership II http://www.blanchardtraining.com/news/event_detail_pw16.cfm 同时 Situational Leadership 这个名词已经注册专利了， 当然也有 Training 可以上， 然後另外一位 Paul Hersey 更夸张， 他把 Situational Leadership 还加上了 360 度评估与回馈， http://www.situational.net/Pages/360.html 然後本来的权变因素 "maturity" 也不知道什麽时候改成 "readiness"， 可想而知，原来的 M1 也被改成了 R1， 可是换汤不换药， 本来 M1 设定为 "unable and unwilling"， 现在 R1 设定为 "unable and unwilling" or "unable and insecure"， http://www.leadershipdevelopment.co.uk/docs/LessonsInLeadership.pdf 然後两个人好像分道扬镳了， Ken Blanchard 用 Situational Leadership II 然後领导风格改成 S1：Directing S2：Coaching（本来是 selling 销售型） S3：Supporting（本来是 Participating 参与型） S4：Delegating Paul Hersey 还是用 Situational Leadership， 领导风格改为 S1 and S2—The Directive Styles S2 and S3—The Supportive Styles S3 and S4—The Empowering Styles 真的不得不佩服这两位老先生阿， 所以说，管理理论是活的！不是死的！是会变的！ 我们学的理论人家现在都还在不断更新、继续赚钱呢！ 我想结果应该就是这样了吧， M1 的设定和之後的发展也搞清楚了， 这个理论还在发展当中， 还希望大家能提供更多的资料让讨论能够更完整一点， 我想假如今年研究所考这个出来的话， 大家要祈祷分数多一点， 这样才够写阿！ 我找资料找得很辛苦ㄋㄟ， 平常十一点就睡觉的人到现在凌晨四点还在这边打字， 可是为了兼具科学与艺术的管理、为了考研究所的学子们、为了爱与和平，我愿意！ 感动的人给我点鼓励吧 ～ Orz 我真的好累喔..... --

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