Situational Leadership


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Situational Leadership

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  • Situational Leadership

    1. 1. Situational Leadership ® Model Jessica Fields MBA 634: Quality Management – Winter 2007 Dr. Tom Foster Brigham Young University
    2. 2. Agenda – Topics Covered <ul><li>Situational Leadership Model defined </li></ul><ul><li>Brainstorming Exercise </li></ul><ul><li>Explanation of Model (Nuts & Bolts) </li></ul><ul><li>How Situation Leadership Model Works </li></ul><ul><li>Real World Example </li></ul><ul><li>Situational Leadership Exercise </li></ul><ul><li>Summary </li></ul><ul><li>Readings List </li></ul>
    3. 3. Situational Leadership ® Model (SLM) <ul><li>Developed by Hersey and Blanchard </li></ul><ul><li>A model, not a theory </li></ul><ul><li>Different situations and followers require different leadership styles </li></ul><ul><li>No one leadership style is appropriate for all situations and effective leaders adjust their style to match the situation </li></ul><ul><li>Use the model to determine the situation and then choose the corresponding leadership style </li></ul>
    4. 4. Brainstorming Exercise <ul><li>Could this tool be used in your firm? </li></ul><ul><li>Think of the many different situations there are in your job and at your firm. </li></ul><ul><li>List the different classifications of employees. What different types of management or leadership do they require? </li></ul><ul><li>When have you notice managers applying different managerial styles? </li></ul>
    5. 5. SLM - Nuts & Bolts <ul><li>SLM focuses on the relationship between leaders and followers, as well as potential leaders and potential followers </li></ul><ul><li>Maturity = the ability and willingness of people to take responsibility for directing their own behavior, in relation to the tasks performed </li></ul><ul><li>No perfect leadership style for all situations; style must be adjusted to meet the development level of followers </li></ul>
    6. 6. SLM – Nuts & Bolts cont. <ul><li>4 Leadership styles </li></ul><ul><ul><li>S1: Telling </li></ul></ul><ul><ul><li>S2: Selling </li></ul></ul><ul><ul><li>S3: Participating </li></ul></ul><ul><ul><li>S4: Delegating </li></ul></ul><ul><li>4 Levels of Maturity </li></ul><ul><ul><li>M1: Low, Immature </li></ul></ul><ul><ul><li>M2: Low to Moderate </li></ul></ul><ul><ul><li>M3: Moderate to High </li></ul></ul><ul><ul><li>M4: High, Mature </li></ul></ul>4 Levels of Maturity of Followers High Low Moderate M1 M2 M3 M4 Telling Selling Participating Delegating
    7. 7. SLM – Nuts & Bolts cont. <ul><li>4 Development Levels </li></ul><ul><ul><li>D1: Low competence, High commitment </li></ul></ul><ul><ul><li>D2: Some competence, Low commitment </li></ul></ul><ul><ul><li>D3: High competence, Variable commitment </li></ul></ul><ul><ul><li>D4: High competence, High commitment </li></ul></ul>Development Levels of Followers High Low Moderate D1 D2 D3 D4 S1: Tell S2:Sell S3: Participate S4: Delegate
    8. 8. SLM – Nuts & Bolts cont. Telling Q1 S1: Low Relationship High Task D1: Unable & unwilling or insecure Delegating Q4 S4: Low Relationship Low Task D4: Able/competent & willing/confident Selling Q2 S2: High Relationship High Task D2: Unable but willing or confident Participating Q3 S3: High Relationship Low Task D3: Able but unwilling or insecure Directive Behavior Supportive Behavior Mature Immature
    9. 9. How SLM Works <ul><li>Steps in SLM Process </li></ul><ul><ul><li>Overview of employee’s tasks </li></ul></ul><ul><ul><li>Assess employee on each task </li></ul></ul><ul><ul><li>Decided on style for each task </li></ul></ul><ul><ul><li>Discuss with employee </li></ul></ul><ul><ul><li>Make a joint plan </li></ul></ul><ul><ul><li>Follow-up, check and adjust </li></ul></ul>
    10. 10. How SLM Works <ul><li>Determine Your Leadership Style </li></ul><ul><ul><li>LASI = Leadership Adaptability and Style Inventory </li></ul></ul><ul><ul><li>Look at 12 situations and identify responses </li></ul></ul><ul><ul><li>Calculate score and apply to quadrant matrix </li></ul></ul><ul><ul><li>Dominant leadership style </li></ul></ul><ul><ul><li>Supportive leadership style </li></ul></ul>
    11. 11. SLM in the Real World <ul><li>Tool to train managers and leaders </li></ul><ul><li>Has applications in business as well as in </li></ul><ul><ul><li>Education </li></ul></ul><ul><ul><li>Nursing </li></ul></ul><ul><ul><li>Parenting </li></ul></ul><ul><ul><li>Military </li></ul></ul><ul><ul><li>Martial Arts Instruction </li></ul></ul>
    12. 12. SLM in the Real World - Military <ul><li>All branches use SLM as basis for leadership </li></ul><ul><ul><li>Army: used for training staff officers </li></ul></ul><ul><ul><li>Air Force: uses for training officers and noncommissioned officers </li></ul></ul><ul><li>Military has clear distinctions between superiors and subordinates </li></ul><ul><li>Followers will become leaders </li></ul>
    13. 13. SLM in the Real World - Military <ul><li>Transactional Leadership </li></ul><ul><ul><li>Long-term leadership style in Army units </li></ul></ul><ul><ul><li>S4-D4 match </li></ul></ul><ul><li>Directive or Delegation Leadership </li></ul><ul><li>Crisis Leadership </li></ul><ul><li>Empowerment of subordinates </li></ul><ul><li>Developing subordinates </li></ul>
    14. 14. Exercise: Style Self-Assessment <ul><li>Write down your leadership style </li></ul><ul><li>As a large group or class, make a list of situations </li></ul><ul><li>Make a list of responses for each situation, making sure to assign one response for each leadership style </li></ul><ul><li>Individually, determine responses for each person in each situation </li></ul><ul><li>As a group, decide if you agree with each individual’s self-assessment </li></ul><ul><li>Compare original self-assessment with results of exercise </li></ul><ul><ul><li>Are there differences? </li></ul></ul><ul><ul><li>Were you surprised by the results? </li></ul></ul>
    15. 15. Summary <ul><li>Effective leaders are flexible and adjust their style to meet situations and followers’ needs </li></ul><ul><li>Responding to follower’s needs is the surest way to achieve effectiveness and success </li></ul><ul><li>SLM applies not only to business situations but also to all interpersonal relationships </li></ul><ul><li>As followers become more self-reliant and competent, leaders become more hands-off and delegate more decision-making responsibility </li></ul>
    16. 16. Summary <ul><li>Remember that leadership style is defined by the perceptions of others </li></ul><ul><li>Leaders can perform self-assessments for determine not only the needs of their followers but also to determine their dominate leadership styles </li></ul><ul><li>Base assessment of ability upon proven performance results; not on what think followers know or should know </li></ul><ul><li>Inflexible leaders only use one leadership style and are ineffective in situations that require using any of the other three styles </li></ul><ul><li>SLM has applications beyond managerial leadership training </li></ul>
    17. 17. Readings List <ul><li>Hersey, Paul and Blanchard, Kenneth. Management of Organizational Behavior: Utilizing Human Resources (Englewood Cliff, NJ: Prentice Hall, 1982). </li></ul><ul><li> </li></ul><ul><li>Blanchard, Kenneth. “Recognition and Situational Leadership II” Emergency Librarian . March/April 1997, Vol. 24 Issue 4, p.38. </li></ul><ul><li>Situational Leadership®: Conversations with Paul Hersey. Schermerhorn, John R Jr. © 2001 Center for Leadership Studies, Inc </li></ul><ul><li>Center for Leadership Studies: </li></ul><ul><li>Ken Blanchard Companies: </li></ul><ul><li>Situational Leadership. Yeakey, George W.. Military Review , Jan/Feb2002, Vol. 82 Issue 1, p72 </li></ul><ul><li>Great Ideas Revisited. Blanchard, Kenneth H.; Hersey, Paul. Training & Development , Jan96, Vol. 50 Issue 1, p42 </li></ul><ul><li>So You Want to Know Your Leadership Style? Henry, Paul; Blanchard, Kenneth H.. Training & Development Journal , Feb74, Vol. 28 Issue 2, p22 </li></ul>