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How do leaders adapt (week 5)?
- 2. How does leader behavior change, based on the situation?
- 3. MANA333543464346 Path-GoalTheory 3 • Leaders adapt their behavior based on their followers’ characteristics and the characteristics of the task • Perceptions that leaders are treating each follower differently
- 5. MANA333543464346 Instructions • Pat Howard is the supervisor with 4 different employees who each have unique characteristics. Pat’s job is to meet with 3 of those employees to motivate them toward better/higher performance • Pat – take 5 minutes to plan your approach with each employee • Employees – think about what you hope to get out of this meeting & how to give feedback 5
- 6. MANA333543464346 Instructions • First round • 5 minutes to meet with each employee • 1 minute for self-evaluation (Pat) or leader evaluation (employee) • Employees will switch to new Pat • Second Round • 3 minutes for employees to provide feedback to each Pat they met with 6
- 7. MANA333543464346 MeetingSchedule • Pat 1 – Jan, Fran, Jamie • Pat 2 – Fran, Jamie, Chris • Pat 3 – Jamie, Chris, Jan • Pat 4 – Chris, Jan, Fran 7
- 9. MANA333543464346 ClassDiscussion What were the different employee characteristics? Employees: • What made some supervisors more or less effective than others? • What differences did you observe in the behavior of the different supervisors? • What was effective? What was ineffective? Pats: • Did you vary your behavior with different subordinates? • Did some behaviors appear to be more effective with one person than with another? 9 What leadership style(s) should be most effective for each of the subordinates? Why?
- 10. MANA333543464346 Prompt 10 In class, we saw that it can be effective for leaders to behave differently with subordinates based on their ability and motivation as well as other situational constraints. The result of using an adaptable leadership style is that you will treat subordinates differently. • Have you experienced a leader that treats subordinates differently? • What were your perceptions of that leader, and why? • How would you ensure that subordinates perceive you as fair and not playing favorites, disingenuous, or “wishy-washy”?
- 11. MANA333543464346 RemindersforrestofthisandWeek6: SunFeb16 -Wrap-UpDiscussion(Week5) That’sallthecontentforExam1!! Tues Feb18 -TEAMWORKSESSION ThursFeb20 -Exam1 TuesMar3&5 -LeaderInterviewPresentations 11
Editor's Notes
- Use this opportunity to talk to the “employees” about what good feedback looks like
- Often the feedback we provide is too general. Imagine give feedback to a member of your team – “her meeting agendas looked great, but she needed to improve her presentation skills” This kinds of feedback tends to result in more questions than answers – and rarely actually leads to behavior change. She was left thinking "What's good about my agendas that I can transfer to other documents?" and "What's wrong with my presentation skills?" Instead try this formula for feedback, developed by the Center for Creative Leadership, 1. Situation First define the where and when of the situation you're referring to. This puts the feedback into context and gives the other person a specific setting as a reference. For example: "During yesterday morning's team meeting, when you gave your presentation..." 2. Behavior Then describe the specific behaviors that you want to address. This is the most challenging part, because you must communicate only the behaviors that you observed directly. Avoid making subjective judgments about those behaviors or why they occurred. You could be wrong, and this will undermine your feedback. "During yesterday morning's team meeting, when you gave your presentation, you were uncertain about two of the slides and your sales calculations were incorrect." Don’t say - "During yesterday morning's team meeting, you made mistakes because you did prepare thoroughly.” 3. Impact Use "I" statements to describe how the other person's action has affected you or others. "During yesterday morning's team meeting, when you gave your presentation, you were uncertain about two of the slides and your sales calculations were incorrect. I felt embarrassed because the entire board was there. I'm worried that this has affected the reputation of our team." When you structure feedback in this way, your people will understand precisely what you are commenting on and why. And when you outline the impact of their behavior on others, you're giving them the chance to reflect on their actions and think about what they need to change.