Situational Leadership presentation transcript:
Slide 1:
Situational Leadership
Slide 2:
Overview
Directive and Supportive Behavior
Leadership Variables
Situational Leadership II Model
Slide 4:
Directive/Task Behavior
Involves:
Clearly Telling People
What to Do
How to Do It
Where to Do It
When to Do It
And Then Closely Supervising Their Performance
Slide 5:
Supportive/Relationship Behavior
Involves:
Listening to People
Providing Support and Encouraging Their Efforts
Facilitating Their Involvement in
Problem Solving and Decision Making
Slide 7:
Leadership Variables
Follower
Boss
Associates/Peers
Organization
Job Demands
Time
Slide 8:
Interim Summary
Directive/Supportive Behavior
Leadership Variables
Slide 9:
Situational Leadership Model
Slide 11:
Subordinate’s Development Level
Competence: Task, Knowledge and Skills
Commitment: Motivation and Confidence
Slide 12:
Levels of Development
D1 - “Enthusiastic Beginner”
D2 - “Disillusioned Learner”
D3 - “Reluctant Contributor”
D4 - “Peak Performer”
Slide 13:
Levels of Development
D1
Low Competence, High Commitment
Slide 14:
Levels of Development
D2
Some Competence, Low Commitment
Slide 15:
Levels of Development
D3
Moderate to High Competence, Variable Commitment
Slide 16:
Levels of Development
D4
High Competence, High Commitment
Slide 17:
Levels of Development
D1 – Low Competence, High Commitment “Enthusiastic Beginner”
D2 – Some Competence, Low Commitment “Disillusioned Learner”
D3 – Moderate to High Competence, Variable Commitment “Reluctant Contributor”
D4 – High Competence, High Commitment “Peak Performer”
Slide 18:
Development Level is Task Specific!
Slide 20:
Directing
High Directive, Low Supportive
Leader Defines Roles of Followers
Problem Solving and Decision Making Initiated by the Leader
One-way Communication
Slide 22:
Coaching
High Directive, High Supportive
Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions
Two-way Communication
Control Over Decision Making Remains With the Leader
Slide 24:
Supporting
High Supportive, Low Directive
Focus of Control Shifts to Follower
Leader Actively Listens
Follower Has Ability and Knowledge to Do the Task
Slide 26:
Delegating
Low Supportive, Low Directive
Leader Discusses Problems With Followers
Seeks Joint Agreement on Problem Definitions
Decision Making Is Handled by the Subordinate
They “Run Their Own Show”
Slide 28:
What Happens If We Have a Mismatch of Leadership Style With Development Level?
Slide 29:
Increasing Follower Development Level
Tell Them What You Want Them to Do
Show Them What You Want Them to Do
Let Them Try – There Is Some Risk
Observe Performance – Focus on the Positive
Manage the Consequences
Slide 30:
Five Step to Training Winners
Tell Them What You Want to Do
Show Them What You Want to Do
Let Them Try – There is Some Risk
Observe Performance – Focus on the Positive
Manage the Consequences
Slide 31:
The Leader’s Goal
Build Your Follower’s Development Level So You Can Start Using Less Time-consuming Styles (S3 and S4) and Still Get High Quality Results.
Slide 32:
Situational Leadership is not something you do “TO” people but something you do “WITH” people.
Slide 33:
Summary
Directive and Supportive Behavior
Leadership Variables
Situational Leadership II Model
Opportunity is missed by most people because it is dressed in overalls and looks like work.” — Thomas Edison
Slide 34:
“Washington [D.C.] is a city of Southern efficiency and Northern charm.” – JFK