Situational leadership
•
3 likes•1,294 views
Situational leadership focuses on assessing the development level of team members and flexibly adjusting leadership style to fit the situation. There are four development levels based on competence and commitment, from lowest to highest: D1, D2, D3, and D4. The four leadership styles range from directing to delegating based on the amount of direction and support provided. An effective leader will diagnose where team members fall in terms of development and apply the appropriate leadership style to help move them towards higher performance.
Report
Share
Report
Share
Download to read offline
Recommended
Situational Leadership
This document discusses situational leadership and provides an overview of its key concepts. It defines leadership as influencing others to achieve great things. It outlines Arne Pedersen's leadership philosophy of honesty, integrity, and loyalty. It discusses factors leaders should consider like the follower, the leader's self-knowledge, communication, and the situation. It also describes different leadership styles like directing, participating, and delegating that a leader should apply based on the situation and follower's competence. The document stresses the importance of understanding yourself and your team.
situational leadership
Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence.
For More Details Visit Now: https://www.dewaninstitutes.com/
Situational Leadership
The document discusses situational leadership theory, which proposes that effective leadership depends on the development level of followers. It describes four leadership styles based on the amount of direction and support provided: directing, coaching, supporting, and delegating. The optimal style depends on followers' competence and commitment levels, with more directive styles used for low development levels and less directive styles for high development levels. Mismatches between leadership style and follower development can decrease effectiveness.
SITUATIONAL LEADERSHIP II
Situational leadership involves assessing a follower's competence and commitment levels to determine the appropriate leadership style. There are four leadership styles based on levels of directive and supportive behavior: directing, coaching, supporting, and delegating. The goal is to match the leadership style to the follower's development level to increase their competence and commitment over time.
Situational leadership m.a.
The document discusses situational leadership theory, which proposes that leaders should adjust their leadership style to match the maturity level and willingness of their followers. It identifies four levels of follower maturity and the four corresponding leadership styles of directing, coaching, supporting, and delegating. Effective leaders apply different styles based on assessing where followers fall within the grid of willingness and ability.
Situational Leadership
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.
Situational leadership
Situational leadership
B.Ed.
University of Mumbai
Asst. Prof. Ketan Kamble
Typewrting by Bhupendra Shirke
Practical approach to the situational leadership. Vadim Nareyko
Presentation from the training "Management Psychology. Practical approach to the situational leadership". Vadim Nareyko. 2014
Contents:
- 4 types of leadership styles
- 4 types of individual style
- 3 meta-programs
- 4 levels of competence
- 3 types of service companies
Recommended
Situational Leadership
This document discusses situational leadership and provides an overview of its key concepts. It defines leadership as influencing others to achieve great things. It outlines Arne Pedersen's leadership philosophy of honesty, integrity, and loyalty. It discusses factors leaders should consider like the follower, the leader's self-knowledge, communication, and the situation. It also describes different leadership styles like directing, participating, and delegating that a leader should apply based on the situation and follower's competence. The document stresses the importance of understanding yourself and your team.
situational leadership
Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence.
For More Details Visit Now: https://www.dewaninstitutes.com/
Situational Leadership
The document discusses situational leadership theory, which proposes that effective leadership depends on the development level of followers. It describes four leadership styles based on the amount of direction and support provided: directing, coaching, supporting, and delegating. The optimal style depends on followers' competence and commitment levels, with more directive styles used for low development levels and less directive styles for high development levels. Mismatches between leadership style and follower development can decrease effectiveness.
SITUATIONAL LEADERSHIP II
Situational leadership involves assessing a follower's competence and commitment levels to determine the appropriate leadership style. There are four leadership styles based on levels of directive and supportive behavior: directing, coaching, supporting, and delegating. The goal is to match the leadership style to the follower's development level to increase their competence and commitment over time.
Situational leadership m.a.
The document discusses situational leadership theory, which proposes that leaders should adjust their leadership style to match the maturity level and willingness of their followers. It identifies four levels of follower maturity and the four corresponding leadership styles of directing, coaching, supporting, and delegating. Effective leaders apply different styles based on assessing where followers fall within the grid of willingness and ability.
Situational Leadership
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.
Situational leadership
Situational leadership
B.Ed.
University of Mumbai
Asst. Prof. Ketan Kamble
Typewrting by Bhupendra Shirke
Practical approach to the situational leadership. Vadim Nareyko
Presentation from the training "Management Psychology. Practical approach to the situational leadership". Vadim Nareyko. 2014
Contents:
- 4 types of leadership styles
- 4 types of individual style
- 3 meta-programs
- 4 levels of competence
- 3 types of service companies
Leadership Training 101 - Styles and Techniques
How to become a more effective leader/manager/supervisor. How to recognize your default leadership style, and how to incorporate other styles and methods in order to develop your leadership capabilities.
Situational Leadership
This document discusses situational leadership, which involves changing leadership styles based on the maturity level of individuals. There are four leadership styles - directing, coaching, supporting, and delegating - that vary in the level of direction and support provided. The situational leadership model assesses an individual's competence and commitment levels to determine their "maturity" and what style should match. An effective leader diagnoses the situation, adapts their flexible based on needs, and selects the appropriate style to maximize growth, cohesion and performance.
SLII Leadership Model Overview
An overview of the key concepts of Situational Leadership II (SLII). This presentation explains the model at a high level and helps you understand how it can be applied.
Situational Leadership: Matching Leadership Style With Follow Readiness
Situational Leadership: Matching Leadership Style With Follow ReadinessStrategic Dynamics International
A Situational Leadership Workshop. Based on the Hersey - Blanchard Model and the Blake and Mouton’s Leadership Grid this workshop introduces the concepts of how leadership style can be matched to situational factors - in this case follower readiness.
Developing your Leadership Skills
This document discusses leadership theories and improving leadership skills. It begins by outlining the session objectives, which are to define leadership, identify traits and skills of effective leaders, discuss key leadership theories, and how to improve leadership skills. It then provides an overview of different leadership theories including great man theories, trait theories, functional theories, behavioral theories, situational/contingency theories, and transformational theories. It also lists common leadership traits and skills. Finally, it discusses ways to improve leadership skills such as reflecting on skills needed, getting feedback, practicing leadership, finding a mentor, and attending training.
Leadership concepts
Leadership theories can be categorized into trait, behavioral, contingency and situational approaches. Trait theories examine personal characteristics that differentiate leaders, while behavioral theories focus on specific leader actions. Contingency theories emphasize that leadership effectiveness depends on matching leadership style to situational factors. Situational leadership theories propose that the most effective style depends on follower readiness and ability levels.
Leadership
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
Leaders vs. managers
The document contrasts the differences between leaders and managers. Managers focus on work, seek comfort, and have an authoritarian style while using their formal authority to control resources and minimize risks. Leaders focus on inspiring people, have a charismatic style, seek long-term vision and risk, and strive for achievement through their passion and quest for truth. The key difference is that managers maintain stability through managing objectives and results in the short-term, while leaders influence people to guide them in a new direction through personal charisma and a transformational vision for the future.
22-Situational Leadership Tab-Situational Leadership II - deck v4 10.28.2015
This document provides an overview of situational leadership training. It discusses the purposes and learning objectives, which include developing leadership flexibility and the ability to diagnose different development levels in others. The core of the training is the Situational Leadership II Model, which involves two leadership skills: flexibility in adapting one's style, and diagnosis of an individual's competence and commitment levels. Trainees learn to identify four development levels (Enthusiastic Beginner, Disillusioned Learner, Capable Performer, Self-Reliant Achiever) and match one of four leadership styles to best support the individual in their development.
Leadership & leadership skills
Leadership requires bringing together the best qualities in people to create success. The document discusses the qualities of effective leaders, including being calm under pressure, having a clear vision for the future, and bringing out the best in their team. While some leadership skills are innate, others like patience and empathy can be learned. True leadership is measured by a person's ability to guide their team to achieve a common goal. The document provides tips for developing strong leadership skills, such as self-evaluation, understanding different perspectives, focusing on work instead of personal issues, and serving as a role model through high-quality work.
Keys To Success Effective Leadership
Effective leadership requires developing key skills and attributes over time. Leaders must understand followers, communicate a clear vision, and adapt their style to different situations ("be, know, do"). Setting goals, values and concepts helps shape an organization's culture and climate. Leaders influence roles, relationships and rituals to motivate members and achieve objectives.
Leadership (with example)
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
Situational Leadership
The document summarizes the Situational Leadership Model, which proposes that effective leadership requires different styles depending on the maturity of the followers. It describes the four leadership styles and four levels of follower maturity in the model. It also provides examples of how the model is applied in various contexts like the military and how leaders can assess their own styles.
Leadership styles
This document discusses leadership styles and situational leadership theory. It defines leadership and different leadership styles including autocratic, democratic, and free rein. It explains that situational leadership theory states that the most effective leadership style depends on followers' willingness and ability. Specific styles are recommended based on different combinations of followers' willingness and ability, such as directive style for unwilling and unable followers. The document emphasizes that leaders should choose styles based on the situation and be willing to change styles as situations change.
Leadership
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
Leadership
The document discusses various perspectives on leadership. It defines leadership as having a vision that inspires others and influences them through character and example. Good leaders are made, not born, and develop their skills through self-study and experience. Key leadership skills include self-motivation, strategic thinking, organization, positivity, intuition, decision-making, accountability, and time management. Leaders motivate others, organize efforts, listen, make good decisions, inspire people, and improve lives. Common leadership styles are authoritarian, paternalistic, democratic, and laissez-faire. The document dispels myths that leaders are born with instincts to lead or control others.
leadership
This document discusses situational leadership theory and styles. It explains that situational leadership focuses on adapting one's leadership style to different situations. The theory identifies four leadership styles based on the amount of guidance and support provided: directing, coaching, supporting, and delegating. The appropriate style depends on followers' readiness levels and competence. The document also outlines several other common leadership styles, such as autocratic, bureaucratic, democratic, and transformational. It emphasizes that there is no single best leadership approach and that the most effective style depends on the specific context and situation.
Situational Leadership
Situational leadership is a leadership model created by Ken Blanchard and Paul Hersey that involves assessing the development level of followers and adapting one's leadership style accordingly. The model analyzes the needs of each situation and selects the most appropriate leadership style. It has proven popular with managers because it is simple to understand and works in most environments. Effective leaders are able to move between different leadership styles based on whether followers require directing, coaching, supporting, or delegating.
Leadership
This document summarizes several theories of leadership, including trait theories that identify personality and intellectual traits that differentiate leaders, behavioral theories that examine specific leader behaviors, and contingency theories that propose effective leadership depends on situational factors. It discusses traits like intelligence, responsibility, competence. behavioral styles of concern for tasks vs people, and directive vs participative leadership. Contingency theories covered include Fiedler's model linking leader style to situation control, path-goal theory focusing on assisting followers, and situational leadership theory proposing the right style depends on follower readiness. It contrasts managers who do things right with leaders who do the right things and produce change.
Introduction To Leadership
The document discusses various perspectives on leadership. It defines leadership as influencing others through non-coercive means. Leadership requires establishing a direction, aligning people and resources, and energizing people to accomplish results. Good leaders demonstrate integrity, competence, strong communication skills, and the ability to motivate followers. Developing emotional intelligence is also important for leadership.
Coaching visit lead situational leadership
The document discusses the skills of situational leadership. It explains that situational leadership involves assessing the development level of individuals based on their competence and commitment. There are four development levels - D1 to D4. The leader must diagnose the development level and then apply the appropriate leadership style, which could include directing, coaching, supporting, or delegating. Flexibility in adapting one's style to the needs of the individual and situation is a key skill of situational leadership.
Introduction to situational leadership (1)
The document discusses various topics related to leadership including definitions of leadership, characteristics of leaders and managers, and different leadership styles. It provides definitions of leadership from scholars like Gardner and Rowitz and lists the tasks and guiding principles of leadership. It also compares the characteristics of practitioners, managers, and leaders and discusses situational leadership and strategic leadership.
More Related Content
What's hot
Leadership Training 101 - Styles and Techniques
How to become a more effective leader/manager/supervisor. How to recognize your default leadership style, and how to incorporate other styles and methods in order to develop your leadership capabilities.
Situational Leadership
This document discusses situational leadership, which involves changing leadership styles based on the maturity level of individuals. There are four leadership styles - directing, coaching, supporting, and delegating - that vary in the level of direction and support provided. The situational leadership model assesses an individual's competence and commitment levels to determine their "maturity" and what style should match. An effective leader diagnoses the situation, adapts their flexible based on needs, and selects the appropriate style to maximize growth, cohesion and performance.
SLII Leadership Model Overview
An overview of the key concepts of Situational Leadership II (SLII). This presentation explains the model at a high level and helps you understand how it can be applied.
Situational Leadership: Matching Leadership Style With Follow Readiness
Situational Leadership: Matching Leadership Style With Follow ReadinessStrategic Dynamics International
A Situational Leadership Workshop. Based on the Hersey - Blanchard Model and the Blake and Mouton’s Leadership Grid this workshop introduces the concepts of how leadership style can be matched to situational factors - in this case follower readiness.
Developing your Leadership Skills
This document discusses leadership theories and improving leadership skills. It begins by outlining the session objectives, which are to define leadership, identify traits and skills of effective leaders, discuss key leadership theories, and how to improve leadership skills. It then provides an overview of different leadership theories including great man theories, trait theories, functional theories, behavioral theories, situational/contingency theories, and transformational theories. It also lists common leadership traits and skills. Finally, it discusses ways to improve leadership skills such as reflecting on skills needed, getting feedback, practicing leadership, finding a mentor, and attending training.
Leadership concepts
Leadership theories can be categorized into trait, behavioral, contingency and situational approaches. Trait theories examine personal characteristics that differentiate leaders, while behavioral theories focus on specific leader actions. Contingency theories emphasize that leadership effectiveness depends on matching leadership style to situational factors. Situational leadership theories propose that the most effective style depends on follower readiness and ability levels.
Leadership
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
Leaders vs. managers
The document contrasts the differences between leaders and managers. Managers focus on work, seek comfort, and have an authoritarian style while using their formal authority to control resources and minimize risks. Leaders focus on inspiring people, have a charismatic style, seek long-term vision and risk, and strive for achievement through their passion and quest for truth. The key difference is that managers maintain stability through managing objectives and results in the short-term, while leaders influence people to guide them in a new direction through personal charisma and a transformational vision for the future.
22-Situational Leadership Tab-Situational Leadership II - deck v4 10.28.2015
This document provides an overview of situational leadership training. It discusses the purposes and learning objectives, which include developing leadership flexibility and the ability to diagnose different development levels in others. The core of the training is the Situational Leadership II Model, which involves two leadership skills: flexibility in adapting one's style, and diagnosis of an individual's competence and commitment levels. Trainees learn to identify four development levels (Enthusiastic Beginner, Disillusioned Learner, Capable Performer, Self-Reliant Achiever) and match one of four leadership styles to best support the individual in their development.
Leadership & leadership skills
Leadership requires bringing together the best qualities in people to create success. The document discusses the qualities of effective leaders, including being calm under pressure, having a clear vision for the future, and bringing out the best in their team. While some leadership skills are innate, others like patience and empathy can be learned. True leadership is measured by a person's ability to guide their team to achieve a common goal. The document provides tips for developing strong leadership skills, such as self-evaluation, understanding different perspectives, focusing on work instead of personal issues, and serving as a role model through high-quality work.
Keys To Success Effective Leadership
Effective leadership requires developing key skills and attributes over time. Leaders must understand followers, communicate a clear vision, and adapt their style to different situations ("be, know, do"). Setting goals, values and concepts helps shape an organization's culture and climate. Leaders influence roles, relationships and rituals to motivate members and achieve objectives.
Leadership (with example)
Definition of Leadership:
Leadership refers to the relation between an individual and a group around some common interest and behaving in a manner directed or determined by him. Leadership may be defined in terms of totality of functions performed by executives as individuals and as a group.
or
Leader is a person who leads his team in an Organization or business for better results in doing their task or job given
Situational Leadership
The document summarizes the Situational Leadership Model, which proposes that effective leadership requires different styles depending on the maturity of the followers. It describes the four leadership styles and four levels of follower maturity in the model. It also provides examples of how the model is applied in various contexts like the military and how leaders can assess their own styles.
Leadership styles
This document discusses leadership styles and situational leadership theory. It defines leadership and different leadership styles including autocratic, democratic, and free rein. It explains that situational leadership theory states that the most effective leadership style depends on followers' willingness and ability. Specific styles are recommended based on different combinations of followers' willingness and ability, such as directive style for unwilling and unable followers. The document emphasizes that leaders should choose styles based on the situation and be willing to change styles as situations change.
Leadership
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
Leadership
The document discusses various perspectives on leadership. It defines leadership as having a vision that inspires others and influences them through character and example. Good leaders are made, not born, and develop their skills through self-study and experience. Key leadership skills include self-motivation, strategic thinking, organization, positivity, intuition, decision-making, accountability, and time management. Leaders motivate others, organize efforts, listen, make good decisions, inspire people, and improve lives. Common leadership styles are authoritarian, paternalistic, democratic, and laissez-faire. The document dispels myths that leaders are born with instincts to lead or control others.
leadership
This document discusses situational leadership theory and styles. It explains that situational leadership focuses on adapting one's leadership style to different situations. The theory identifies four leadership styles based on the amount of guidance and support provided: directing, coaching, supporting, and delegating. The appropriate style depends on followers' readiness levels and competence. The document also outlines several other common leadership styles, such as autocratic, bureaucratic, democratic, and transformational. It emphasizes that there is no single best leadership approach and that the most effective style depends on the specific context and situation.
Situational Leadership
Situational leadership is a leadership model created by Ken Blanchard and Paul Hersey that involves assessing the development level of followers and adapting one's leadership style accordingly. The model analyzes the needs of each situation and selects the most appropriate leadership style. It has proven popular with managers because it is simple to understand and works in most environments. Effective leaders are able to move between different leadership styles based on whether followers require directing, coaching, supporting, or delegating.
Leadership
This document summarizes several theories of leadership, including trait theories that identify personality and intellectual traits that differentiate leaders, behavioral theories that examine specific leader behaviors, and contingency theories that propose effective leadership depends on situational factors. It discusses traits like intelligence, responsibility, competence. behavioral styles of concern for tasks vs people, and directive vs participative leadership. Contingency theories covered include Fiedler's model linking leader style to situation control, path-goal theory focusing on assisting followers, and situational leadership theory proposing the right style depends on follower readiness. It contrasts managers who do things right with leaders who do the right things and produce change.
Introduction To Leadership
The document discusses various perspectives on leadership. It defines leadership as influencing others through non-coercive means. Leadership requires establishing a direction, aligning people and resources, and energizing people to accomplish results. Good leaders demonstrate integrity, competence, strong communication skills, and the ability to motivate followers. Developing emotional intelligence is also important for leadership.
What's hot (20)
Situational Leadership: Matching Leadership Style With Follow Readiness
Situational Leadership: Matching Leadership Style With Follow Readiness
22-Situational Leadership Tab-Situational Leadership II - deck v4 10.28.2015
22-Situational Leadership Tab-Situational Leadership II - deck v4 10.28.2015
Viewers also liked
Coaching visit lead situational leadership
The document discusses the skills of situational leadership. It explains that situational leadership involves assessing the development level of individuals based on their competence and commitment. There are four development levels - D1 to D4. The leader must diagnose the development level and then apply the appropriate leadership style, which could include directing, coaching, supporting, or delegating. Flexibility in adapting one's style to the needs of the individual and situation is a key skill of situational leadership.
Introduction to situational leadership (1)
The document discusses various topics related to leadership including definitions of leadership, characteristics of leaders and managers, and different leadership styles. It provides definitions of leadership from scholars like Gardner and Rowitz and lists the tasks and guiding principles of leadership. It also compares the characteristics of practitioners, managers, and leaders and discusses situational leadership and strategic leadership.
Situational leadership
This document discusses situational leadership and provides examples of how to apply different leadership styles based on a team member's readiness level. It outlines four leadership styles: directing, coaching, supporting, and delegating. Two case studies are presented and solutions provided that recommend either a directing or coaching leadership approach. The goal of situational leadership is to match one's leadership style to the appropriate readiness level of the team member and situation.
Jump Start
The document outlines an orientation module for business managers that covers various topics related to management and business planning. It discusses planning, organizing, leading, and controlling functions. Specifically, it defines key terms, outlines objectives and steps for each module, and provides examples and exercises related to developing a business plan, organizational structure, leadership styles, and performance monitoring tools. The overall goal is to equip participants with skills for effective management, team building, and business growth.
Transforming Worst Nightmare Leader - Milwaukee SPIN 0912
The document discusses situational leadership and transforming worst nightmare leaders into situational leaders. It describes an exercise where participants imagine and draw their worst nightmare leader, then name and present them. It introduces the situational leadership II model, which has four development levels (low to high competence, low to high commitment) and leadership styles (high to low directive, high to low supportive). The model suggests matching leadership style to follower development level for maximum effectiveness. Diagnosing the development level is key for situational leaders to flex their style accordingly.
PTMO Situational Leadership
The document discusses leadership theories and their application in a situation where an onsite support team was initially ineffective but improved over time. It describes several contingency theories of leadership, including Fiedler's contingency theory, House's path-goal theory, and Hersey and Blanchard's situational leadership theory. It then provides details on how the onsite support team moved from a low to high readiness level within five months, improving key metrics like customer satisfaction, ticket quality, and resolution times.
Situational leadership Workshop at Agile2010 Conference
Situational Leadership is a model for development that can be applied by anyone who is a leader -- anyone looking to help someone else achieve a goal or complete a task. Leadership skills training should not be limited to just managers because there are leaders at all levels of the organization working for the best interest of the organization.
Closing the Situational Gap
This is a non-commercial presentation of material created by Ken Blanchard and Paul Hersey. This presentation covers material related to the Situational Leadership Model.
Amazing 30 Somethings: Building your Situational Leadership
In building your situational leadership you will learn:
1) 3 types of situational leadership styles to use in any situation
2) What type of emotional approach to use in a situation so that you can send the right message
3) What type of approach to use based on what your team needs.
From Mahatma Gandhi and Winston Churchill, to Martin Luther King and Steve Jobs, there can be as many ways to lead people as there are leaders.... figure out your best style and how to be a flexible leader with other Amazing 30 somethings!
SlII power point presentation
This document provides an orientation to the Situational Leadership II training program. The training covers 8 modules that teach leaders the core competencies of situational leadership, which are diagnosis, flexibility, and partnering for performance. Leaders will learn how to match their leadership style to the development level of the people they work with in order to help develop competence and commitment. The training emphasizes open communication, developing others, honoring differences, and aligning individual and organizational goals. Leaders will practice the skills through exercises and develop an action plan to apply what they learned.
Situational leadership
Leadership Effevtiveness Is Contingent to his ability to modify his management behavior to the level of his subordinates maturity or sophistication
Situational approach
The situational leadership model proposes that leaders should match their style to the competence and commitment levels of their subordinates. It describes four leadership styles along two dimensions: directive (task-focused) behavior and supportive (relationship-focused) behavior. The optimal style depends on where subordinates fall in terms of their development levels. The model advises leaders to first diagnose the development level of subordinates and then adapt their style accordingly. While it is practically applied, the situational leadership model lacks empirical validation and does not account for all relevant factors like demographics.
Communication In Leadership
The document discusses three leadership styles - Directive Leader, Charismatic Leader, and Situational Leader - and their communication methods. A Directive Leader dictates tasks and deadlines, focusing on tasks and power. A Charismatic Leader motivates employees and avoids conflict, focusing on employee happiness. A Situational Leader identifies employee expectations and barriers, mixing the styles of the other two leaders based on each situation. The Situational Leader is presented as the most effective style.
BACH UNIT 9 - TEST 2
This document contains a practice test with questions about vocabulary, grammar, and rewriting sentences. The vocabulary questions involve matching people to places and choosing the correct answers. The grammar questions involve completing sentences with given words and rewriting sentences starting with given words while maintaining the original meaning. The document provides a test to assess English language skills.
Situational Leadership Theory
Situational leadership is a style where the leader adjusts their approach based on the maturity level of their followers. It was developed in the 1960s by Paul Hersey and Ken Blanchard and includes four leadership styles - telling, selling, participating, and delegating. The style used depends on how ready and willing followers are based on their competence and commitment levels, with more directive styles like telling used when followers have low maturity and ability.
Situational leadership
A work place comprises of employees' with varied level of development. It is the responsibility of a Manager to understand the people working with him and deploy the best leadership style to get the best out of them.
Hersey blanchard leadership theory
The document discusses the Hersey-Blanchard Situational Leadership Model, which explains how to match leadership style to a situation based on followers' readiness and ability. It identifies four leadership styles - telling, selling, participating, and delegating - which vary in the amount of task behavior and relationship behavior from the leader. The model also defines readiness, ability, and willingness as factors that determine a follower's situational readiness to perform a task.
Viewers also liked (17)
Transforming Worst Nightmare Leader - Milwaukee SPIN 0912
Transforming Worst Nightmare Leader - Milwaukee SPIN 0912
Situational leadership Workshop at Agile2010 Conference
Situational leadership Workshop at Agile2010 Conference
Amazing 30 Somethings: Building your Situational Leadership
Amazing 30 Somethings: Building your Situational Leadership
Similar to Situational leadership
Tmtd situational leadership
This document discusses the concept of situational leadership, which involves assessing an individual's competency and commitment levels and adapting one's leadership style accordingly. It outlines the four developmental levels individuals may have and the needs associated with each. The key skills of situational leadership are diagnosis, flexibility in adapting one's leadership style, and partnering with individuals. Diagnosis involves evaluating an individual's competency and commitment on a specific task to determine which of four leadership styles would be most effective.
Situaltional leadership
Situational leadership proposes that there is no single best leadership style, and that the most effective leaders adapt their style to fit the development level of the individual or group they are leading. It identifies four leadership styles - directing, coaching, supporting, and delegating - that should be applied based on followers' competence and commitment levels. The directing style provides close supervision, coaching involves more explanation and support, supporting emphasizes praise and facilitation, and delegating turns over responsibility. Matching leadership style to followers' stage of development maximizes their performance.
Coaching skills
This document outlines coaching techniques for leaders in AIESEC Indonesia. It discusses that AIESEC Indonesia needs to produce more leaders and leadership experiences. It then defines what a coach is and says that every team leader in AIESEC Indonesia should be a coach. It introduces situational leadership theory and the four developmental levels of members. It explains the coaching process of diagnosis, flexibility in leadership style, and partnering with members to set goals. The overall document provides guidance to team leaders on how to coach members at different developmental levels through goal setting, feedback, and adjusting their leadership approach.
Module 4 situational lead_lb_6_18_14-nt_lb
The Situational Leadership Model identifies 4 levels of follower development and 4 leadership styles to match the needs of each development level. The model advocates assessing the competence and commitment of followers to determine which leadership style to apply - ranging from highly directive behaviors with low competence/commitment followers to delegating behaviors with high competence/commitment followers. The goal is to flexibly apply the right leadership approach for each situation.
Leadership
Leadership is the quality which enables people to lead others to achieve some tasks which otherwise they would never have even attempted.
Leaders inspire people to achieve great success in life.
INTRO-to-LEADERSHIP-in-GLOBAL-MANAGEMENT-IN-HOSPITALITY-TOURISM-INDUSTRY (1)....
INTRO-to-LEADERSHIP-in-GLOBAL-MANAGEMENT-IN-HOSPITALITY-TOURISM-INDUSTRY (1)....Nueva Vizcaya State University
This document outlines the syllabus for a leadership course in global management for the hospitality and tourism industry. It provides details on class requirements including attendance, assignments, evaluations and contact information for the instructor. Key topics that will be covered include leadership skills, quality management models, strategies for meeting customer expectations, and issues affecting the industry. Core values that will be discussed are God-centeredness, leadership, integrity and nationalism. Characteristics of good leaders and mentors will also be examined, including communication skills, humility, vision, courage and strategic planning.Situational leadership
Situational leadership refers to a leader adjusting their style to fit the development level of their followers. A leader may need to change their style continually based on the situation. Groups generally go through four stages in their development: forming, storming, norming, and performing. Group development also occurs in four stages: orientation, dissatisfaction, resolution, and production. Each stage is characterized by certain behaviors and feelings from group members. Coaching involves directing, instructing, and training others to achieve goals. Delegation assigns responsibility or authority to others to carry out tasks. Different leadership styles involve varying levels of task behavior and relationship behavior from leaders.
Leadership & their importance in an organization
This document provides an overview of leadership concepts including definitions of leadership, key leadership theories, leadership styles, and responsibilities of team leaders. It discusses that leadership involves influencing others to achieve goals and can be learned. Theories covered include trait theory, situational theory, behavioral theory, and Hersey-Blanchard situational leadership. The Hersey-Blanchard model matches four leadership styles (telling, selling, participating, and delegating) to four levels of follower maturity. Responsibilities of team leaders include guiding team members, providing structure, focusing on performance, and clarifying roles. Authority of team leaders depends on the scope of their duties within the organizational structure.
Jackie st germain leadership2
The document provides guidance for management consultants, outlining best practices for leadership and management consulting including defining management consulting, setting expectations and tone when consulting, and discussing effective leadership techniques such as inspiring vision, empowering others, communication, and modeling ethical behavior. It also compares management and leadership styles and traits.
Leadership
This document discusses key concepts around leadership including:
- The differences between leaders and managers, with managers focusing on planning, organizing and controlling while leaders focus on influencing others.
- The three skills that make an effective leader - technical, human and conceptual skills.
- The five types of power leaders can utilize - legitimate, reward, coercive, referent and expert power and their likely responses from followers.
- Two contingency models of leadership - Fiedler's contingency model and Hersey-Blanchard's situational leadership model which discuss adjusting leadership styles to situational factors.
- The differences between transformational and transactional leadership styles.
- Various leadership styles such as autocratic, democratic and laissez
Compassionate Leadership: Coaching Leaders to Turn Empathy into Action
Compassionate Leadership: Coaching Leaders to Turn Empathy into ActionMRG (Management Research Group)
Compassionate leaders go beyond empathy; they act on their desire to help others. In doing so, they increase their own well-being and the well-being of those with whom they work, creating a ripple effect that can be transformative for an entire organization.
Given these broad benefits, anyone who wants to make an impact on an individual or organization should be asking the question: how do we transform every leader into a compassionate leader?Leadership
This document discusses concepts related to leadership and management. It defines leadership as the ability to influence others with or without authority. It identifies three elements of interpersonal effectiveness that are key to leadership: awareness, ability, and commitment. It distinguishes between leaders and managers, noting that leaders seek improvement through change while managers seek stability and predictability. The document also discusses qualities of good leaders, coaching, and strategies for when to avoid conflict, accommodate others, compete, collaborate, or compromise in different situations.
Hersey-Blanchard Situational Leadership Theory
Situational leadership theory proposes that there is no single best leadership style and that effective leadership depends on the readiness level of the group or individual. The theory identifies four leadership styles (telling, selling, participating, and delegating) based on the amount of task behavior and relationship behavior exhibited. It also identifies four developmental levels of group maturity (M1-M4). The theory asserts that effective leadership involves matching one's style to the competence and commitment level (D1-D4) of the group for the task. The key to effective leadership is correctly assessing the situation and applying the appropriate leadership style.
Handout-One on Ones
This document outlines guidance for one-on-one meetings between a leader and individual. It provides templates for planning the meeting, with boxes to write discussion topics, next steps, and agenda items. It also includes descriptions of different development levels to help assess the individual's competence and commitment on goals or tasks. The overall purpose is to have a focused conversation where the individual can ask for direction and support to accomplish their work.
Leadership through Emotional Intelligence
We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors.
This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.
Leadership 12.8.17 for TLs training.pptx
This document provides an overview of leadership training. It discusses different leadership styles like autocratic, democratic, and laissez-faire. Autocratic leadership is leader-centered with one-way communication, while democratic leadership empowers group members in decision making. Laissez-faire leadership allows group members freedom but with low accountability. Situational leadership adjusts the leader's style to the development level of followers. The training covers roles and responsibilities of leaders, qualities of good leaders, and functions of leadership like achieving tasks, building teams, and developing individuals.
Management vs. Leadership
This document discusses the key differences between management and leadership and why both are important for running a successful business. It defines management as focusing on running day-to-day operations through people and processes, while leadership involves inspiring and guiding people towards achieving a shared vision. The document outlines differences in areas like mission, risk-taking, learning and communication styles. It emphasizes that strong businesses need both managers to execute plans and leaders to drive engagement. Case studies then demonstrate how to apply management and leadership skills depending on the situation.
Pro-poor REDD+ PROJECT TRAINING
Leadership development occurs through five levels: position, permission, production, relationship, and reproduction. Effective leaders inspire enthusiasm rather than fear, empower others, and prioritize people development. Integrity is the most important leadership ingredient - a leader's words and actions must be aligned. Leaders must solve problems by ensuring people know what to do, how to do it, and why it's important through overcoming obstacles. Attitude is a key asset, and leaders adjust to challenges rather than complaining. Qualities of good leaders include honesty, delegation, communication, confidence, commitment, and inspiration. Strategic thinking for teams involves developing a mission, vision, goals, objectives and using governance tools like a constitution.
Leadership development Leadership development
The document discusses leadership development and provides information on various leadership topics. It begins by defining leadership and distinguishing between leaders and managers. It then discusses different leadership styles, the benefits of becoming a leader, and steps someone can take to develop leadership skills. These include self-awareness, continuous learning, effective communication, building confidence, and leading through service. The overall document serves as a guide for understanding leadership concepts and developing strong leadership abilities.
Similar to Situational leadership (20)
INTRO-to-LEADERSHIP-in-GLOBAL-MANAGEMENT-IN-HOSPITALITY-TOURISM-INDUSTRY (1)....
INTRO-to-LEADERSHIP-in-GLOBAL-MANAGEMENT-IN-HOSPITALITY-TOURISM-INDUSTRY (1)....
Compassionate Leadership: Coaching Leaders to Turn Empathy into Action
Compassionate Leadership: Coaching Leaders to Turn Empathy into Action
More from Eka Putra
CV Eka
This document contains contact and background information for Rahmad Eka Putra, including his address, phone number, email, and LinkedIn profile. It summarizes his skills and experiences in areas like product promotion, customer relationship management, project management, and leadership. It also lists his educational background from Andalas University in Indonesia and professional experience coordinating training programs in Kazakhstan and managing international corporate relations for AIESEC in Kazakhstan and Indonesia.
Current state
This document provides data on current production levels for various regions and projects in Kazakhstan, including production from oil and gas condensate deposits (GCDP) and gas injection projects (GIP) in different cities and through pipelines. It notes that targets were set but the document does not provide the targets or indicate how actual production levels compared to the targets for the different regions and projects.
Contribution to Org development
The document discusses the current state of AIESEC Kazakhstan and the challenges it faces. AIESEC Kazakhstan currently has 152 members, 1 local committee, 3 international groups, and has facilitated 13 international group cultural and development programs plus 6 outward bound international programs and 29 outward bound group cultural and development programs. However, it is still in Tier 3. The challenges AIESEC Kazakhstan faces are environmental (external forces like rapid change, globalization, skill shortages), organizational (competitive position, organizational culture, outsourcing), and individual (matching people to organizations, empowerment, job insecurity). The document emphasizes understanding AIESEC Kazakhstan's current condition within a collaborative network and how individuals can contribute to its organizational goals and the
Public speaking - Method of Delivery
The document discusses the high cost of cheap food and provides 7 questions to help effectively present information to an audience by understanding them better. The questions are: 1) What are they like? 2) Why are they here? 3) What keeps them up at night? 4) How can you solve their problem? 5) What do you want them to do? 6) How might they resist? 7) How can you best reach them? Understanding the audience by considering these questions can help create a more effective presentation that reaches the desired goals.
Education day
The document summarizes the history of AIESEC from 1946 to 1976, highlighting several milestones:
1) In 1946, founding members started building the organization and defined its identity in 1948 and 1949.
2) By 1949, 89 students participated in exchanges and exchange was defined as the core activity.
3) Through the 1960s, the number of student exchanges grew rapidly, reaching over 2,000 by the end of the decade.
4) Seminars were introduced in 1961 to complement the exchange experience.
Worst Case Scenario Unand
This document discusses potential problems trainees may face during their exchange and how to handle them. It differentiates between general mishaps and worst-case scenarios. Some issues addressed include no one picking the trainee up at the airport, the host AIESEC committee lacking capacity, homesickness, illness, and political unrest. The document emphasizes the importance of preparation, being proactive, and contacting AIESEC for support if issues arise. It also outlines procedures to follow if the host committee significantly fails in its responsibilities.
OPS OGIP 1314
This document summarizes an orientation for students going abroad for an internship program. It discusses potential issues like culture shock, provides a timeline for internship activities and check-ins, and offers advice on setting personal goals and dealing with potential problems while overseas. Students are instructed to write about their expectations, ensure they have country information, and be prepared to share their experiences upon returning. Solutions are suggested for various issues like not being picked up at the airport, pay problems, or becoming jobless.
Tips in Making Impressive CV
Design your personal profile with the mindset that the people reading your CV even though in their vacation time!
Team Management
The document provides guidance for team leaders on how to effectively lead their team. It emphasizes that the most important role of a team leader is to help team members find meaning and purpose in their work. A team leader must give clear and exact tasks to team members, listen to their plans and perspectives, and choose the best approach even if it means agreeing with team members' stronger arguments at times. An effective team leader also understands when a team member needs to step away from tasks temporarily due to personal issues and ensures they have support to resolve problems and return to their duties.
MC Kazakhstan 14/15 - Team Information Booklet
This is the description of purposeful, driven and collaborative team in making the real impact for AIESEC Kazakhstan and society around. It was made by the MCP - Saya
Give a feedback! (How?)
Feedback is important to improve performance, foster openness, and develop others, but many people do not give feedback due to fear. As a leader, you must model giving feedback focused on increasing results through a clear process while maintaining relationships.
Building a trust - Emotional Bank Account
This document discusses how to build trust within a team. It emphasizes that trust is the foundation for successful teamwork and outcomes. It explains that trust is built through small positive interactions over time, like showing kindness, honesty and keeping commitments. These acts make "deposits" in an invisible "emotional bank account" with others. In contrast, ignoring others, breaking promises or disrespect decreases trust in the "account." The document suggests teams assess their trust levels and provide feedback to help strengthen relationships and collaboration. It frames trust as important for effective teamwork.
Living the life we want
Eka and Didi discuss living the life you want and achieving your dreams effectively. They ask what positive actions readers have taken in 2014 towards their dreams. Readers are prompted to reflect on their dreams and any actions taken, as well as next steps if no actions were taken. The document later focuses on personal effectiveness in AIESEC, stressing the importance of prioritizing goals and making efficient use of time and resources to achieve them. Readers are asked to reflect on how effectively they spend their time on AIESEC-related tasks versus other activities.
Knowing my role
The document outlines the roles of different departments in AIESEC, an international nonprofit organization. It discusses the roles of external relations, marketing communications, finance, and talent management departments in supporting AIESEC's core programs like global internship and cultural exchange programs. The departments work together throughout the exchange process, from pre-experience recruitment and preparation to delivery of the exchange and post-experience activities. Their roles include market research, sales training, promotion, budget allocation, intern support, and evaluation. The goal is for the departments to work synergistically to provide international experiences for members.
Team Management - AIESEC UNAND
This document discusses how team leaders can help their team understand their purpose and work effectively together. It provides guidance on clarifying team members' roles and goals, how work is organized, and ensuring they understand why their work is important. The key qualities of an effective team leader are strategic thinking, empathy, social awareness, self-understanding, and being goal-oriented rather than domineering. Team leaders should create an environment where members understand their tasks, how to complete them, and their purpose. They should also be open to criticism and help members who are struggling. The overall message is that understanding each other and clear communication are important for team success.
More from Eka Putra (15)
Recently uploaded
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
Wound healing PPT
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
The Diamonds of 2023-2024 in the IGRA collection
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Aberdeen
BBR 2024 Summer Sessions Interview Training
Qualitative research interview training by Professor Katrina Pritchard and Dr Helen Williams
Advanced Java[Extra Concepts, Not Difficult].docx
This is part 2 of my Java Learning Journey. This contains Hashing, ArrayList, LinkedList, Date and Time Classes, Calendar Class and more.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
PCOS corelations and management through Ayurveda.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)Academy of Science of South Africa
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptxMohd Adib Abd Muin, Senior Lecturer at Universiti Utara Malaysia
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Setup Warehouse & Location in Odoo 17 Inventory
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Pengantar Penggunaan Flutter - Dart programming language1.pptx
How to Make a Field Mandatory in Odoo 17
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Recently uploaded (20)
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Film vocab for eal 3 students: Australia the movie
Film vocab for eal 3 students: Australia the movie
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Digital Artefact 1 - Tiny Home Environmental Design
Digital Artefact 1 - Tiny Home Environmental Design
How to Setup Warehouse & Location in Odoo 17 Inventory
How to Setup Warehouse & Location in Odoo 17 Inventory
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Situational leadership
- 1. Situational Leadership Eka National Vice President OGIP 14/15
- 2. 3 SKILL OF 1. Diagnosis 2. Flexibility 3. Partnering Performance Situational Leadership
- 3. LET’S WE ASSESS OUR TEAM!
- 4. •Willingness and ability to look at a situation and asses others development needs •Development level is goal or specific task and not an overall rating Competence Commitment
- 5. Subordinate’s Development Level Developed Developing High Moderate Low Developmental Level Of Followers
- 6. 5 Questions to diagnose level of DEVELOPMENT •What is the specific goal or task? •How strong are the individual’s skills on the goal? •How good are the individual’s transferable skills? •How interested or enthusiastic is the individual? •How confident or self-assured is the individual?
- 7. “Enthoqraqtrc Begrnnep” Levels of Development – D1 Low Competence High Commitment
- 8. Levels of Development – D2 Some Competence ,low Commitment “Drqrlloqrnned Leapnep”
- 9. Levels of Development – D3 Moderate Competence ,Variable Commitment “Reluctant Cnntprbotnp”
- 10. Levels of Development – D4 HighCompetence ,High Commitment “Peak Pepfnpmep”
- 11. Four styles given by Ken Blanchard growing out of combinations of supportive and directive behavior: 1. Directing Style 2. Coaching Style 3. Supporting Style 4. Delegating Style Flexibility
- 12. Situational Leadership Model •Directive behavior – Telling and showing people what, when, and how to do, providing frequent feedback on result •Supportive Behavior – Listening, facilitating, self – reliant, problem solving, encouraging, and involving others in decision making
- 13. • Directing Style: The emphasis is on control and close supervision of the worker. •Coaching Style: The leader provides more explanation of what the job entails and solicits suggestions while still staying in control of the situation • Supporting Style: There is a team approach between the leader and the follower with the leader emphasizing support on the follower rather than control. • Delegating Style: The leader turns over responsibility to the worker. Leadership Styles
- 14. Team Members Developmental level D1 Low Competence High Commitment D2 Some Competence Low Commitment D3 Mod-High Competence Low Commitment D4 High Competence High Commitment Leaders Leadership style How Does The Situational Approach Work?
- 15. Partnering for Performance •Short, regular one on one meetings with the individual •Connect personal goals to organization goals •Get agreement on SMART goals •Clear expectation about works, communication, etc •Constantly understand their development level and be flexible about your leadership style to make your team move toward an ideal state
- 16. SHARE!
- 17. “AN APPROPRIATE FIT BETWEEN THE LEADER’S BEHAVIOR AND STYLE AND THE CONDITIONS IN THE SITUATION.”
- 18. Thank You! Contact me : Rahmadekaputra@gmail.com