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SITUATIONAL
LEADERSHIP II
0rientation
        by
   Sherihan reda
SITUATIONAL LEADERSHIP II
• Contents:

•   Module 1– Leadership for the Future
•   Module 2– Beliefs and Building Blocks
•   Module 3– Diagnosis: The first Skill of a Situational Leader
•   Module 4– Flexibility: The Second Skill of a Situational Leader
•   Module 5– The Match: Matching Your Style to the Situation to
    Develop Others’ Competence and Commitment
•   Module 6– SLII Skill Practice
•   Module 7– Partnering for Performance: The Third Skill of a
    Situational Leader
•   Module 8– Action Planning
•   Appendices
Purposes of Situational
           LEDAERSHIP II
• 1. Open-up Communication—Increase the Frequency
  and Quality of Conversations about Performance and
  Development between You and the People You work
  with

• 2. Help Others Develop Competence and Commitment

• 3. Teach Others how to Provide their own Direction and
  Support

• 4. Value and Honor Differences
THE CORE COMPETENCIES OF A
    SITUATIONAL LEADER
• Diagnosis
  The Willingness and Ability to Look at a Situation and Assess
  Others’ Development Needs.

• Flexibility
  The Ability to Use a Variety of Leadership Styles Comfortably.

• Partnering for Performance
  Reaching Agreements with Others about the Leadership
  Style(s) They Need From You to Achieve Their Goals and the
  Organization’s Goals
Module 1
     Leadership for the Future
• Overview:
  Situational Leadership II is a Model for Developing People and
  Talent. It is a way for Leaders to help the People they work
  with Grow and become Self-Reliant Achievers. It is a Strategy
  for aligning Individual Goals and Organization Goals.

• Objectives:
  To Discuss the role of the Leader in a rapidly changing
  Organization and World

  To Identify the Importance of Flexibility and Adaptability in
  Developing People and in Managing Diversity and Change
Module 2
 Beliefs and building blocks
• Overview:
 Situational Leadership II training will support the
 Development of skills, being a Coach, Mentor, and
 Influencer of Other’s Development.
  SLII is a Language, as well as a Strategy, for
 reaching agreements with others about what They
 Need from You in-order to Develop Their Skills,
 Motivation, Confidence, Talent and Ability to
 contribute to the Organization’s Success.
Objectives
• To Develop a Common Vocabulary for Leadership
• To Understand the Differences between Successful &
  Effective Leadership
• To Discuss the Core Beliefs and Values Underlying the
  Situational Leadership II Model
• To Identify the Three Skills of a Situational Leader—
  Diagnosis, Flexibility, and Partnering for Performance
• To Learn and be Able to Explain why there is no Best
  Leadership Style
• To Learn which Situational Variables to consider when
  Choosing an Appropriate Leadership Style
• To Appreciate the Impact Situational Leadership II can
  Have on Business Results
Benefits of situational
          Leadership II
• When Leaders are Situational Leaders;

 - There is Less Tension on the Organization

 - They are Perceived by the People They work with as
 Oriented to Change, Receptive to Innovation, and
 Skillful

 - Their People Demonstrate Higher Morale, Feel more
 Empowered and Exhibit more Self-Leadership
Module 3
     Diagnosis- the first skill of a
          situational leader


• Overview:
  Diagnosis will help Leaders choose the most
  Appropriate Leadership Style to Use in a given
  Situation to Develop Others’ Skills and
  Motivation to Achieve Organization Goals. It
  is a Stopping-to-Think Interval before the
  Actual act of Execution.
Objectives

• To Define Development Level as a Measure of
  a Person’s Competence and Commitment on a
  Specific Goal or Task
• To Identify the Characteristics and Needs of
  Others at D1, D2, D3 and D4 Levels of
  Development
• To Develop Skills in Successfully Diagnosing
  Development Level
Development Levels
• Development Level 1—
   The Enthusiastic Beginner
• Development Level 2—
  The Disillusioned Learner
• Development Level 3—
  The Capable, but Cautious, Performer
• Development Level 4—
  The Self-Reliant Achiever
Module 4
  Flexibility– The second skill of a
         situational Leader

• Overview:
  In this Module, the Four Leadership Styles–
  Directing, Coaching, Supporting and
  Delegating—are described in Detail.
  Participants will Learn what Effective Leaders
  do in all Four Styles to Develop the
  Competence and Commitment of the People
  they Work with.
Objectives

• To Identify Directive and Supportive Behaviors
• To Describe the Four Leadership Styles
• To Learn what a Leader Does in All Four Styles
• To be Able to Start a Conversation in each of the Four
  Styles
• To Learn how Flexible You are and what of the Four
  Leadership You are most Comfortable Using
• To Identify the Skills You Need in-order to Adapt Your
  Leadership Style from One Situation to Another
Directive Leadership
           Behavior
• Key Features:
  Structuring
  Organizing
  Teaching
  Supervising
  Evaluating
Supportive Leadership
            Behavior
• Key Features:
  Asking (for Input)
  Listening
  Facilitating
  Explaining (Why)
  Encouraging
Module 5
     Matching leadership style to
         Development level

• Overview:
  The Goal in Situational Leadership II is to Match
  the Appropriate Leadership Style to the
  Individual’s Development Level. In this Module,
  Leaders will Learn how to Match Their
  Leadership Style to Others’ Needs for Direction
  and Support on Different Goals and Tasks.
  Leaders will Learn to Choose the Right
  Leadership Style for the Situation.
Objectives

• To Match Leadership Style to Development Level
• To Let Leaders Examine Their Efficiency in
  Diagnosing Development Level and Choosing the
  Appropriate Leadership Style
• To Explain the Negative Impact of Over-supervision
  and Under-supervision on Others’ Performance and
  Morale
• To Practice Diagnosing Development Level and Using
  the Four Leadership Styles
Module 6
         SL II SKILL PRACTICE

• Overview:
  Situational Leadership II may be considered
  Common Sense, but It is not Common
  Practice. In this Module, Leaders will get a
  chance to Practice the First Two Skills of a
  Situational Leader: Diagnosis and Flexibility.
Objectives
• To Learn how to Move Forward in SLII Model as
  Competence and Commitment Increase
• To Develop Leaders’ Ability to Quickly Diagnose
  Development Level
• To Practice each of the Four Leadership Styles
• To Deepen Leaders’ Understanding of each Leadership
  Style
• To Learn how to Move Backward through the SLII Model
  when Commitment and Performance Decrease
• To Develop Skills in Opening-up Communication and
  having One-on-One Conversation
The Six Steps for Developing
   Competence and Commitment
1. Tell the Individual What to Do.
2. Show Him/her What to Do, including What Good
   Performance Looks Like.
3. Let the Individual Try. Encourage the Individual
4. Observe Performance Closely. Monitor the Development
   of Competence and Commitment
5. Praise Progress or Redirect
6. Change Leadership Style over time, as Competence and
   Commitment Change. Provide Less and Less Direction as
   the Individual Builds Skills and Begins to Motivate
   Himself or Herself.
ONE-ON-ONES
• Purpose:
  One-on Ones provide a Structure for Opening-up Communication
  and Monitoring Performance. They are typically Short, Regularly
  Scheduled Meetings Focused on the Individual’s Agenda.

• Guidelines:
- Short--- 15-30 minutes per Session
- Frequent--- at Least Once every Two Weeks
- Focused on what the Individual Wants to Talk About
- Scheduled in Advance
- A Top Priority--- Incase, a Meeting is Postponed, It should
   be Rescheduled Promptly
Module 7
       Partnering for Performance--
  the third skill of a Situational Leader


• Overview:
  Partnering for Performance is a Strategy for
  Opening-up Communication and Working with
  Individuals to Develop Their Competence and
  Commitment. Leaders will Learn how to Involve
  Others in Setting Goals and in Reaching
  Agreements about which Leadership Style
  should be Used to Help Them Achieve Those
  Goals.
Objectives

• To Describe the Meaning of Partnering with Others
  to Develop Their Commitment and Competence
• To Learn the Steps in Partnering for Performance
• To Diagnose the Development Level of Several
  People and to Practice Partnering for Performance
• To Resolve Disagreement about Development Level
• To Learn how to Use Situational Leadership on a
  Day-to-Day Basis
The Steps in Partnering for Performance



• Get Agreement on Goals.
• Get Agreement on the Diagnosis of Development
  Level.
• Get Agreement on Leadership Style.
• Identify and Get Agreement on Leadership
  Behaviors.
• Get Agreement on How and How Often You will
  Stay In-touch.
Module 8
                 Action Planning
• Overview:

   In this Module, Leaders will Plan how They will Use What They have
   Learned to become Situational Leaders. They will Identify Critical
   Actions and Develop an Action Plan.

• Objectives:

• To Familiarize Leaders with All Tools in SLII Tool-Kit to help Them
  Apply and Use What they have Learned
• To Commit to few Critical Actions in Using the Core Competencies of a
  Situational Leader to Positively Impact Business Results
• To Complete an Action Plan
IMPACT MAP
       MENU OF CRITICAL ACTIONS

•   Developing Diagnosis Skills
•   Developing Flexibility
•   Developing Partnering for Performance Skills
•   Other Critical Actions
Getting the Most out of your
           training
• Reflect and Record

• Be Accountable and Demonstrate Respect for
  Others

• What Great Learners Do

• Focus on Impact
THANKS A LOT FOR YOUR TIME
HOPE YOU’VE ENJOYED SLII ORIENTATION

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SlII power point presentation

  • 2. SITUATIONAL LEADERSHIP II • Contents: • Module 1– Leadership for the Future • Module 2– Beliefs and Building Blocks • Module 3– Diagnosis: The first Skill of a Situational Leader • Module 4– Flexibility: The Second Skill of a Situational Leader • Module 5– The Match: Matching Your Style to the Situation to Develop Others’ Competence and Commitment • Module 6– SLII Skill Practice • Module 7– Partnering for Performance: The Third Skill of a Situational Leader • Module 8– Action Planning • Appendices
  • 3. Purposes of Situational LEDAERSHIP II • 1. Open-up Communication—Increase the Frequency and Quality of Conversations about Performance and Development between You and the People You work with • 2. Help Others Develop Competence and Commitment • 3. Teach Others how to Provide their own Direction and Support • 4. Value and Honor Differences
  • 4. THE CORE COMPETENCIES OF A SITUATIONAL LEADER • Diagnosis The Willingness and Ability to Look at a Situation and Assess Others’ Development Needs. • Flexibility The Ability to Use a Variety of Leadership Styles Comfortably. • Partnering for Performance Reaching Agreements with Others about the Leadership Style(s) They Need From You to Achieve Their Goals and the Organization’s Goals
  • 5. Module 1 Leadership for the Future • Overview: Situational Leadership II is a Model for Developing People and Talent. It is a way for Leaders to help the People they work with Grow and become Self-Reliant Achievers. It is a Strategy for aligning Individual Goals and Organization Goals. • Objectives: To Discuss the role of the Leader in a rapidly changing Organization and World To Identify the Importance of Flexibility and Adaptability in Developing People and in Managing Diversity and Change
  • 6. Module 2 Beliefs and building blocks • Overview: Situational Leadership II training will support the Development of skills, being a Coach, Mentor, and Influencer of Other’s Development. SLII is a Language, as well as a Strategy, for reaching agreements with others about what They Need from You in-order to Develop Their Skills, Motivation, Confidence, Talent and Ability to contribute to the Organization’s Success.
  • 7. Objectives • To Develop a Common Vocabulary for Leadership • To Understand the Differences between Successful & Effective Leadership • To Discuss the Core Beliefs and Values Underlying the Situational Leadership II Model • To Identify the Three Skills of a Situational Leader— Diagnosis, Flexibility, and Partnering for Performance • To Learn and be Able to Explain why there is no Best Leadership Style • To Learn which Situational Variables to consider when Choosing an Appropriate Leadership Style • To Appreciate the Impact Situational Leadership II can Have on Business Results
  • 8. Benefits of situational Leadership II • When Leaders are Situational Leaders; - There is Less Tension on the Organization - They are Perceived by the People They work with as Oriented to Change, Receptive to Innovation, and Skillful - Their People Demonstrate Higher Morale, Feel more Empowered and Exhibit more Self-Leadership
  • 9. Module 3 Diagnosis- the first skill of a situational leader • Overview: Diagnosis will help Leaders choose the most Appropriate Leadership Style to Use in a given Situation to Develop Others’ Skills and Motivation to Achieve Organization Goals. It is a Stopping-to-Think Interval before the Actual act of Execution.
  • 10. Objectives • To Define Development Level as a Measure of a Person’s Competence and Commitment on a Specific Goal or Task • To Identify the Characteristics and Needs of Others at D1, D2, D3 and D4 Levels of Development • To Develop Skills in Successfully Diagnosing Development Level
  • 11. Development Levels • Development Level 1— The Enthusiastic Beginner • Development Level 2— The Disillusioned Learner • Development Level 3— The Capable, but Cautious, Performer • Development Level 4— The Self-Reliant Achiever
  • 12. Module 4 Flexibility– The second skill of a situational Leader • Overview: In this Module, the Four Leadership Styles– Directing, Coaching, Supporting and Delegating—are described in Detail. Participants will Learn what Effective Leaders do in all Four Styles to Develop the Competence and Commitment of the People they Work with.
  • 13. Objectives • To Identify Directive and Supportive Behaviors • To Describe the Four Leadership Styles • To Learn what a Leader Does in All Four Styles • To be Able to Start a Conversation in each of the Four Styles • To Learn how Flexible You are and what of the Four Leadership You are most Comfortable Using • To Identify the Skills You Need in-order to Adapt Your Leadership Style from One Situation to Another
  • 14. Directive Leadership Behavior • Key Features: Structuring Organizing Teaching Supervising Evaluating
  • 15. Supportive Leadership Behavior • Key Features: Asking (for Input) Listening Facilitating Explaining (Why) Encouraging
  • 16. Module 5 Matching leadership style to Development level • Overview: The Goal in Situational Leadership II is to Match the Appropriate Leadership Style to the Individual’s Development Level. In this Module, Leaders will Learn how to Match Their Leadership Style to Others’ Needs for Direction and Support on Different Goals and Tasks. Leaders will Learn to Choose the Right Leadership Style for the Situation.
  • 17. Objectives • To Match Leadership Style to Development Level • To Let Leaders Examine Their Efficiency in Diagnosing Development Level and Choosing the Appropriate Leadership Style • To Explain the Negative Impact of Over-supervision and Under-supervision on Others’ Performance and Morale • To Practice Diagnosing Development Level and Using the Four Leadership Styles
  • 18. Module 6 SL II SKILL PRACTICE • Overview: Situational Leadership II may be considered Common Sense, but It is not Common Practice. In this Module, Leaders will get a chance to Practice the First Two Skills of a Situational Leader: Diagnosis and Flexibility.
  • 19. Objectives • To Learn how to Move Forward in SLII Model as Competence and Commitment Increase • To Develop Leaders’ Ability to Quickly Diagnose Development Level • To Practice each of the Four Leadership Styles • To Deepen Leaders’ Understanding of each Leadership Style • To Learn how to Move Backward through the SLII Model when Commitment and Performance Decrease • To Develop Skills in Opening-up Communication and having One-on-One Conversation
  • 20. The Six Steps for Developing Competence and Commitment 1. Tell the Individual What to Do. 2. Show Him/her What to Do, including What Good Performance Looks Like. 3. Let the Individual Try. Encourage the Individual 4. Observe Performance Closely. Monitor the Development of Competence and Commitment 5. Praise Progress or Redirect 6. Change Leadership Style over time, as Competence and Commitment Change. Provide Less and Less Direction as the Individual Builds Skills and Begins to Motivate Himself or Herself.
  • 21. ONE-ON-ONES • Purpose: One-on Ones provide a Structure for Opening-up Communication and Monitoring Performance. They are typically Short, Regularly Scheduled Meetings Focused on the Individual’s Agenda. • Guidelines: - Short--- 15-30 minutes per Session - Frequent--- at Least Once every Two Weeks - Focused on what the Individual Wants to Talk About - Scheduled in Advance - A Top Priority--- Incase, a Meeting is Postponed, It should be Rescheduled Promptly
  • 22. Module 7 Partnering for Performance-- the third skill of a Situational Leader • Overview: Partnering for Performance is a Strategy for Opening-up Communication and Working with Individuals to Develop Their Competence and Commitment. Leaders will Learn how to Involve Others in Setting Goals and in Reaching Agreements about which Leadership Style should be Used to Help Them Achieve Those Goals.
  • 23. Objectives • To Describe the Meaning of Partnering with Others to Develop Their Commitment and Competence • To Learn the Steps in Partnering for Performance • To Diagnose the Development Level of Several People and to Practice Partnering for Performance • To Resolve Disagreement about Development Level • To Learn how to Use Situational Leadership on a Day-to-Day Basis
  • 24. The Steps in Partnering for Performance • Get Agreement on Goals. • Get Agreement on the Diagnosis of Development Level. • Get Agreement on Leadership Style. • Identify and Get Agreement on Leadership Behaviors. • Get Agreement on How and How Often You will Stay In-touch.
  • 25. Module 8 Action Planning • Overview: In this Module, Leaders will Plan how They will Use What They have Learned to become Situational Leaders. They will Identify Critical Actions and Develop an Action Plan. • Objectives: • To Familiarize Leaders with All Tools in SLII Tool-Kit to help Them Apply and Use What they have Learned • To Commit to few Critical Actions in Using the Core Competencies of a Situational Leader to Positively Impact Business Results • To Complete an Action Plan
  • 26. IMPACT MAP MENU OF CRITICAL ACTIONS • Developing Diagnosis Skills • Developing Flexibility • Developing Partnering for Performance Skills • Other Critical Actions
  • 27. Getting the Most out of your training • Reflect and Record • Be Accountable and Demonstrate Respect for Others • What Great Learners Do • Focus on Impact
  • 28. THANKS A LOT FOR YOUR TIME HOPE YOU’VE ENJOYED SLII ORIENTATION