5. Establishing goals & how to achieve them
Methods of evaluation & time lines
Defining roles
Directive behaviors
Low HighDirective Behavior
http://behavioradvisor.com/sbAccuseOther.jpg
7. Development Levels
The degree to which
subordinates have the
competence and
commitment necessary to
accomplish a given task or
activity
Definition Dimension Definitions
D1
Low Competence
High Commitment
D2
Some Competence
Low Commitment
D3
Mod-High Competence
Low Commitment
D4
High Competence
High Commitment
D4 D3 D2 D1
Developed Developing
High Moderate Low
Developmental Level Of Followers
8. Behavior pattern of an individual who attempts to influence others.
High Directive
Low Supportive
S 1
High Supportive
Low Directive
S 3
Low Supportive
Low Directive
S 4
High
Low HighDirective Behavior
SupportiveBehavior
High Directive
High Supportive
S 2
9. S1 – Directing/Telling Style
Leader focuses communication on goal achievement
http://www.thebusinesstrends.net/gallery/the-primary-management-styles-and-how-to-use-them/the-
primary-management-styles-and-how-to-use-them_1.jpg
Low Competence
High Commitment
Spends LESS time using supportive behaviors
10. Leader focuses communication on :
BOTH goal achievement and supporting subordinates’ socio-emotional needs
Requires leader involvement through encouragement and soliciting subordinate
input
S2 – Coaching/Selling Style
http://www.bizrapport.com/wp-content/uploads/2015/08/The-Coaching-Leader.jpg
Some Competence
Low Commitment
11. S3 - Supporting Style
Leaders does NOT focus solely on goals, they use supportive behaviors to bring out
employee skills in accomplishing the task
Leader delegates day-to-day decision-making control, but is available to facilitate
problem solving
Mod-High Competence
Low Commitment
12. S4 - Delegating Style
Leader offers LESS task input and social support; facilitates subordinates’
confidence and motivation in relation to the task
Leader lessens involvement in planning, control of details, and goal
clarification
Gives subordinates control and refrains from intervention and unneeded
social support
http://ipdbelize.com/wp-content/uploads/2013/09/delegation.jpg
13. Leader effectiveness depends on:
Assessing subordinate’s developmental position, and
Adapting his/her leadership style to match subordinate
developmental level
“The Situational approach requires leaders to demonstrate a strong degree of flexibility.”
Subordinates vacillate along the developmental continuum of competence and
commitment
http://startup.channelnewsasia.com/documents/10180/46799/Your-Effectiveness-as-a-
Leader.jpg?t=1423706224489
How Does the Situational Approach Work?
14. How Does the Situational Approach Work?
1st Task
Diagnose the Situation
Identify the developmental level
of employee
• Ask questions like:
-What is the task subordinates
are being asked to perform?
- How complicated is it?
-What is their skill set?
- Do they have the desire to
complete the job?
2nd Task
Adapt their Style
To prescribed Leadership style in
the SLII model
• Leadership style must
correspond to the employee’s
development level
17. Criticisms
Further research is required to determine
how commitment and competence are
conceptualized for each developmental
level.
Replication studies fail to support basic
prescriptions of situational leadership model
validity
18. Questionnaires are biased in favor of
situational leadership
Criticisms
Demographics
Group leadership
20. Breadth of situational approach facilitates its applicability in virtually all
types of organizations and levels of management in organizations
Application
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