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.

1. SITUATIONAL
LEADERSHIP II
0rientation
by
Sherihan reda

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