Situational Leadership

Situational Leadership "Only those who dare to fail greatly can ever achieve greatly.” JFK

Directive and Supportive Behavior
Leadership Variables
Situational Leadership II Model
Overview

Directive & Supportive 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
Directive/Task Behavior

Supportive/Relationship Behavior
Involves:
Listening to People
Providing Support and Encouraging Their Efforts
Facilitating Their Involvement in
Problem Solving and Decision Making

Follower
Boss
Associates/Peers
Organization
Job Demands
Time

Interim Summary
Directive/Supportive Behavior

Situational Leadership Model

8 S3 S1 S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior DEVELOPMENT LEVEL OF FOLLOWER(S) DEVELOPED DEVELOPING HIGH LOW MODERATE D4 D1 D2 D3 THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (High) (Low) S U P P O R T I V E B E H A V I O R

Subordinate’s Development Level
Competence: Task, Knowledge and Skills
Commitment: Motivation and Confidence
9

Levels of Development
D1 - “Enthusiastic Beginner”
D2 - “Disillusioned Learner”
D3 - “Reluctant Contributor”
D4 - “Peak Performer”
15

Levels of Development D1 Low Competence, High Commitment “ Enthusiastic Beginner”

Levels of Development D2 Some Competence, Low Commitment “ Disillusioned Learner”

Levels of Development D3 Moderate to High Competence, Variable Commitment “ Reluctant Contributor”

Levels of Development D4 High Competence, High Commitment “ Peak Performer”

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”
15

Development Level is Task Specific!

18 S3 S1 S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (High) (Low) S U P P O R T I V E B E H A V I O R DEVELOPMENT LEVEL OF FOLLOWER(S) DEVELOPED DEVELOPING HIGH LOW MODERATE D4 D1 D2 D3

Directing
High Directive, Low Supportive
Leader Defines Roles of Followers
Problem Solving and Decision Making Initiated by the Leader
One-way Communication
19

20 DEVELOPMENT LEVEL OF FOLLOWER(S) S3 S1 S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (High) (Low) S U P P O R T I V E B E H A V I O R DEVELOPED DEVELOPING HIGH LOW MODERATE D4 D1 D2 D3

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
21

22 S3 S1 S4 S2 Low Supportive and Low Directive Behavior High Directive and Low Supportive Behavior High Directive and High Supportive Behavior High Supportive and Low Directive Behavior THE FOUR LEADERSHIP STYLES DIRECTIVE BEHAVIOR (High) (High) (Low) S U P P O R T I V E B E H A V I O R DEVELOPMENT LEVEL OF FOLLOWER(S) DEVELOPED DEVELOPING HIGH LOW MODERATE D4 D1 D2 D3

Supporting
High Supportive, Low Directive
Focus of Control Shifts to Follower
Leader Actively Listens
Follower Has Ability and Knowledge to Do the Task
23

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”
25

What Happens If We Have a Mismatch of Leadership Style With 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
Increasing Follower Development Level

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
Five Step to Training Winners

Build Your Follower’s Development Level So You Can Start Using Less Time-consuming Styles
(S3 and S4) and Still Get High Quality Results .
The Leader’s Goal

Situational Leadership is not something you do “TO” people but something you do “ WITH” people.

Directive and Supportive Behavior
Situational Leadership II Model
SUMMARY " Opportunity is missed by most people because it is dressed in overalls and looks like work." -- Thomas Edison

"Washington [D.C.] is a city of Southern efficiency and Northern charm." JFK
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Situational Leadership

by Ashit Jain

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