Situational Leadership

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This presentation describes situational leadership, and how it can be used to make you a better leader

The Situational Leadership model was created by Paul Hersey and Ken Blanchard, all rights of the term belong to them and them alone.

Published in: Education, Business

Situational Leadership

  1. 1. Situational Leadership<br />This is an extra slide to elongate my presentation. <br />
  2. 2. How using situtational leadership can make you a better leader<br />Miqdaad Dohadwala<br />Shruti Nambiar<br />
  3. 3. Introduction to leadership<br />Theoretical definitions of leadership<br />Leadership Diamond<br />Critical competencies of a leader<br />Introduction to Situational Leadership<br />S1 – Directive<br />S2 – Coaching <br />S3 – Supporting <br />S4 – Delegating <br />The Leadership quiz<br />Leadership Answers<br />Questions?<br />Flow<br />
  4. 4. Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. Definitions inclusive of nature of leadership have also emerged. Alan Keith of Genentech states that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen."<br />Who is a Leader<br />I am a Leader…. When I conquered a country, I killed every 4th person. And impregnated every 6th.<br />Yeah baby…. Hi 5<br />
  5. 5. <ul><li>Leadership Definition : The Collins English Dictionary. ( © 1998 HarperCollins Publishers ) leadership (n) 1. The position or function of a leader. 2. the period during which a person occupies the position of leader: during her leadership very little was achieved.
  6. 6. Leadership Definition : Peter Drucker : The forward to the Drucker Foundation's "The Leader of the Future" sums up leadership : "The only definition of a leader is someone who has followers.“
  7. 7. Leadership Definition : Warren Bennis :  Warren Bennis' definition of leadership is focused much more on the individual capability of the leader : "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." </li></ul>Traditional Definitions of Leadership<br />No Genghis Khan Jokes this time.<br />
  8. 8. The Leadership Diamond<br />ETHICS<br />Be of Service<br />GREATNESS<br />Potential for Extraordinary Results<br />VISION<br />Think Big & New<br />REALITY<br />Have No Illusions<br />COURAGE<br />Act with Sustained Initiative<br />
  9. 9. Four fundamentals of the leadership mindset <br />Base camp: Personal Accountability<br />Leadership begins with personal accountability. This module focuses on creating sense of ownership for results and expanding our sphere of influence. Personal accountability is the measure of our personal effectiveness, meaning that each of us ultimately determines the quality of our own experience.<br />Personal Accountability<br />
  10. 10. Four fundamentals of the leadership mindset <br />Camp One: Vision<br />Vision is the power of dreams in action and one of the most powerful human motivators. Vision allows leaders to create a compelling future for themselves and others, inspiring transformational results. A future orientation distinguishes great leaders, and this module provides the tools to create the pathway and a plan to achieve results that truly matter.<br />The Power of Vision<br />Personal Accountability<br />
  11. 11. Four fundamentals of the leadership mindset <br />Camp 2: Ethics<br />Ethics is about being of service and doing things that benefit the organization and community. It means acting in alignment with our moral compass, and upholding consistent values that guide us in our choices. <br />Professional Ethics<br />The Power of Vision<br />Personal Accountability<br />
  12. 12. Four fundamentals of the leadership mindset <br />Camp 3: Courage in Adversity<br />Leaders face reality by acting with courage in the face of adversity. Based on John Stoltz’s Adversity Quotient (AQ) theory, each of us can train our capacity to get things done in the face of continuous change, and respond positively to crisis, rejection and failure <br />Courage in Adversity<br />Professional Ethics<br />The Power of Vision<br />Personal Accountability<br />
  13. 13. Other critical competencies <br />Camp 4: Situational Leadership<br />Situational leadership is about awareness of self and our environment, allowing us to draw upon a range of communication approaches and making resourceful choices based on clearly defined outcomes.<br />Situational Leadership<br />Courage in Adversity<br />Professional Ethics<br />The Power of Vision<br />Personal Accountability<br />
  14. 14. Other critical competencies <br />Camp 5: Building a Winning Team<br />Teamwork isn’t about slogans or motivational talks, it’s about a commitment to commonly held, meaningful goals that inspire greatness. This cannot be trained or forced, and won’t happen by memorizing rules, tricks or techniques. Teamwork is achieved by each team member clearly knowing the value and scope of his or her contribution to the goal, and sharing an understanding of the team’s significance.<br />Building a Winning Team<br />Situational Leadership<br />Courage in Adversity<br />Professional Ethics<br />The Power of Vision<br />Personal Accountability<br />
  15. 15. Other critical competencies <br />Camp 6: Performance Coaching<br />Performance coaching is a conversation that identifies barriers to desired results by focusing on specific behaviors and their consequences, then sets a course of action to correct these behaviors. Through a process of discovery, goal setting and specific action steps, coaching enables the realization of extraordinary results.<br />Performance Coaching<br />Building a Winning Team<br />Situational Leadership<br />Courage in Adversity<br />Professional Ethics<br />The Power of Vision<br />Personal Accountability<br />
  16. 16. Other critical competencies <br />Camp 7: Work-Life Balance<br />Balancing our life makes us happier. When we feel in control of our life and are spending time on those things that matter to us, we are happier and more productive at work. Companies experience fewer sick days, reduced turnover and a more motivated workforce.<br />Work-Life Balance<br />Performance Coaching<br />Building a Winning Team<br />Situational Leadership<br />Courage in Adversity<br />Professional Ethics<br />The Power of Vision<br />Personal Accountability<br />
  17. 17. Other critical competencies <br />Camp 8: Cross-Cultural Skills<br />This helps build confidence, sensitivity and self-awareness among managers to improve their self-expression in cross-cultural environments. Focus is on conflict management and resolution, as well as diversity and mutual respect.<br />Cross-Cultural Skills<br />Work-Life Balance<br />Performance Coaching<br />Building a Winning Team<br />Situational Leadership<br />Courage in Adversity<br />Professional Ethics<br />The Power of Vision<br />Personal Accountability<br />
  18. 18. Other critical competencies <br />Strategic Thinking<br />Cross-Cultural Skills<br />Summit: Strategic Thinking<br />From the mountain top that represents a future achieved, leaders create specific plans that define markets, customers, products and services, turning vision into purposeful designs that take prepare the organization to meet the challenges of tomorrow.<br />Work-Life Balance<br />Performance Coaching<br />Building a Winning Team<br />Situational Leadership<br />Courage in Adversity<br />Professional Ethics<br />The Power of Vision<br />Personal Accountability<br />
  19. 19. Situational Leadership <br />What the hell is it????<br />Lets Take a LOOOK!<br />
  20. 20. Situational Leadership<br />The four facets of efficient leadership.<br />Leaders Perspective!<br />Relationship Building<br />Task Focus<br />
  21. 21. Situational Leadership<br />The four facets of efficient leadership.<br />Follower Perspective<br />Relationship Building<br />Task Focus<br />
  22. 22. Assumes that managers are capable of controlling their own behavior<br />Assumes that people can and want to develop<br />Assumes that people thrive on involvement and communication<br />Assumptions of Situational Leadership<br />
  23. 23. Directing<br /><ul><li>Low Relationship building
  24. 24. High task focus</li></ul>Directive Leadership Style:<br /><ul><li>For followers at Readiness level 1(unable and unwilling)
  25. 25. This style is Task Centric and not relationship centric
  26. 26. It is an efficient style of management for new people and new situations</li></ul>Do what I want<br />How I want it<br />When I want it.<br />Or I’ll kill you…<br />Muhaha.<br />
  27. 27. Directive Leadership<br />Autocratic/Dictatorial<br />Karate Kid 1 – Mr. Miyagi forms a pact to teach karate to Daniel<br />
  28. 28. Coaching<br /><ul><li>High Relationship building
  29. 29. High task focus</li></ul>sfsdfJaChotey!<br />Aagebadh!<br />Coaching Style of Leadership<br /><ul><li>For followers at Readiness level 2 – Unable but Willing.
  30. 30. High Task orientation coupled with High relationship building emphasis
  31. 31. Good for tackling subordinates and colleagues who are already acclimated to the organization but need a little more than stern direction.</li></li></ul><li>Coaching Style of Leadership<br />Daniel tires of tasks assigned to him, and demands an explanation. Follower readiness level 2<br />
  32. 32. Supporting<br /><ul><li>High relationship building
  33. 33. Low task focus</li></ul>Man….. Don’t worry, Every little thing, is gonna be alright.<br />- Bob Marley.<br />Supporting Style of Leadership<br /><ul><li>For followers at Readiness level R-3 Able but demotivated
  34. 34. High Relationship building efforts but negligible Task oriented interference
  35. 35. Good for Employees that are well acquainted with their positions but are disillusioned or demotivated.</li></li></ul><li>Supportive leadership<br />Miyagi bothers less about how technical the training is and places relationship building at a higher priority<br />
  36. 36. Rustom! Gail Chodia, You are old enough to know whether you want to wear underwear or not. Don’t ask me.<br />Delegating<br /><ul><li>Low Relationship building
  37. 37. Low task focus</li></ul>Delegating Style of Leadership<br /><ul><li>For followers at Readiness level R-4 Able and willing
  38. 38. Low Relationship building efforts and low Task driven delegation
  39. 39. Good for motivated employees who don’t need to be patronized or directed.</li></li></ul><li>Delegative Leadership<br />At this point in the relationship Miyagi trusts that Daniel will complete the task without his assistance<br />
  40. 40. Color codes suggest the type of leadership you are more inclined towards.<br />Quiz Results<br />Yellow – Autocratic Leader<br />Green – Mentoring type<br />Blue– Supportive Leader<br />Red – Delegative (Laissez-Faire) Leader<br />
  41. 41. Sawaal– Jawaab<br />?<br />?<br />?<br />?<br />?<br />?<br />?<br />?<br />?<br />?<br />?<br />
  42. 42. C’est Fini!<br />Thank you for your attention.<br />

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