​​هناك العديد من نماذج القيادة إلا أن القيادة الموقفية تعتبر من النماذج الأوسع انتشاراً وتطبيقاً لدى العديد من المنظمات. حيث تستخدم القيادة الموقفية ويطلق عليها أيضاً (القيادة التكييفية) لتحسين وتطوير مهارات العاملين والتميز نحو السلوكيات الإيجابية المطلوبة في منشآت العمل المختلفة . وتعد القيادة التكيفية أداة عظيمة للاحتفاظ بالعاملين في حالة من التحفيز والالهام.

1. Situational Leadership
13th Feb. 2018
Dr. Ahmed Awad

2. Agenda
Introduction about Situational Leadership (Adaptive Leadership)
Performance Grid
Situational Leadership as a developing tool
Situational Leadership in real life
Giving a constructive feedback
Questions

3. 3
Situational
Situational leadership is your ability to
apply different leadership styles in
managing people.
It helps you manage different people
differently depending on their situation
and your situation.
Ken Blanchard

4. 4
Situational
➢ A recent study found that follower-reported fit between one’s needed and received
leadership style at work resulted in more favorable scores on nine of the ten
employee outcomes, as compared to follower-reported misfit.
➢ Findings demonstrated that when followers view a fit exists between the leadership
behaviors they need and the leadership behaviors they receive, greater positive job
affect, lower negative job affect, increased cognitive and affective trust in the leader
and higher levels of favorable employee work intentions were evident.
Zigarmi, Drea Roberts, Taylor Peyton; A test of three basic assumptions of Situational Leadership® II Model and their implications for HRD practitioners. European Journal of Training &
Development. 2017, Vol. 41 Issue 3, p241-260. 20p.

5. 5
➢ You have different people
➢ They have different experiences
➢ They have different attitudes
➢ They work in different locations
Situational

6. Performance Determinants
DEVELOPMENT Level COMPETENCE AND COMMITMENT=
COMPETENCE
COMMITMENT

7. D4
* High competence
* High commitment
D3
* High competence
* variable commitment
D2
* some competence
* Low commitment
D1
* Low competence
* High commitment
Enthusiastic Beginner
• Unconscious /
Incompetent
• Eager to learn , willing to
take direction
• Enthusiastic, exited ,
optimistic
• Do not Know what they do
not know
• Confidence based on
hopes and transferable
skills, not reality
Self-Reliant Achiever
• Recognized by others as an
expert
• Consistently competent;
Justifiably confident
• Trusts own ability to work
independently; self-assured
• Inspired; inspires others
• Proactive; may be asked to
do too much
Capable, but cautious performer
• Is generally self-directed but
needs opportunities to test
ideas with others
• Sometimes hesitant, unsure ,
tentative
• Not always confident; self-
critical ; may need help in
looking at skills objectively
• May be bored with goal or
task
Disillusioned Learner
• Has some knowledge and
skills , not competent yet
• Frustrated : may be ready to
quit
• Discouraged, overwhelmed,
confused
• Needs reassurance that
mistakes are part of the
learning process
Developmental behavior and/or attitudes

8. What Does The Leader Do
in Supportive Behaviors?
✓ Listens to the followers problems (job or not job related).
✓ Praises the followers.
✓ Asks for suggestions or input.
✓ Encourages the followers.
✓ Communications info about the total organization's operations.
✓ Discloses info about himself.
✓ Facilitates followers problem solving.

9. ✓ Sets goals and objectives.
✓ Plans & organizes work in advance.
✓ Communicates job priorities.
✓ Clarifies job profiles.
✓ Sets time limits.
✓ Determines methods of evaluation.
✓ Shows & tells followers how to do specific tasks.
✓ Checks work
What Does The Leader Do
in Directive Behaviors?

10. •Amount of direction the leader provides.
•Amount of support the leader provides.
•Amount of follower involvement in
decision making
The four Styles vary in
terms of the …

11. The Leadership Styles
High Directive
&
High
Supportive
Behaviours
High
Supportive &
Low
Directive
Behaviours
High Directive
&
Low
Supportive
Behaviours
Low
Supportive &
Low
Directive
Behaviours
S3 S2
S4 S1
HighLow
High
Directive Behaviours

12. S1
S2
S4
S3
Structuring
Tell
Show
Do …
Coaching
Encourage
Work-with
Involve
Praise
Delegating
Identify SMART
task/tools
Give away responsibility
Follow up progress
Supporting
Praise
Listen
Facilitate
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D 1D 2D 3D 4
Situational Leadership (Blanchard)

13. In Leadership .. You Provide the people with
what they can’t do by themselves
Can’t Set Goals, Train
Or Direct themselves.
IN D1
Can’t direct themselves
or keep motivation /
confidence up.
IN D2
Can’t run the business
without permission.
IN D3
Can’t run the business
without consultation.
IN D4

14. A LEADER IN S1
• Identifies problems.
• Sets goals & defines roles.
• Develops action plan to solve problems.
• Controls decision making “what, How, When, Where, with whom”.
• Provides specific directions (one way communication).
• Initiates problem solving.
• Announces solutions & decisions.
• Supervises & evaluates.

15. • Identifies problems.
• Sets goals.
• Develops action plan to solve the problem, then consults the followers.
• Explains decision (two way communication).
• Supports & praises followers’ initiatives.
• Makes final decisions.
• Continues to direct followers’ work.
• Evaluates follower's work
A LEADER IN S2

16. • Involves followers in problem identification & goals setting.
• Asks followers to define tasks.
• Provides assurance, support & resources.
• Shares responsibilities for problem solving & decision making.
• Listens & facilitates followers’ problem solving ideas.
• Works with followers to evaluate their work.
A LEADER IN S3

17. • Defines problem with followers.
• Sets goals collaboratively.
• Allows followers to develop action plans
• Periodically monitors followers’ performance.
• Allows followers to evaluate their own work.
• Allows followers to take responsibilities & receive credit
A LEADER IN S4

18. Situational Variables
• The follower’s competence and commitment.
• The boss leadership style and expectations.
• Associates leadership style in the organization.
• Hob demands, like complexity, newness, and importance of task.
• The amount of time available for task completion.
• The leader’s preferred or primary leadership style.

19. THREE CHOICES
• Match
• Over supervision
• Under supervision

20. S1 & D4
Anger, frustration
•No risk – taking
•People work at getting even
•Withdrawal
•No independent decision making, low initiative
Reaction To Over Supervision

21. S4 & D1
•People Fail.
•Anger, Frustration
•People feel set-up
•No risk-taking
Reaction To Under Supervision

22. •Sets goals.
•Observes / Monitors
performance
•Gives Feedback.
In All Four Styles, The
Leader:

23. Giving & Receiving Feedback
Dos and Don’ts of Feedback
Focus on what you see
Focus on behavior
Keep it neutral
Use it to inform
Make it supportive
Keep it simple
Not on what you believe
Not on personality
Don’t make judgments
Not to advise
Rather than threatening
Don’t overdo it
Do Don’t

24. BEST
LEADERSHIP
STYLE

25. Successful Leaders are
able to adapt their style to
fit the requirements of the
situation.