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 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/
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
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 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/
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
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.
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
People management is one of the most difficult areas of management nowadays. People are not machines, they are complicated, emotionally unstable and a good manager needs anticipate any possible issue that might appear in their job lives in order to maintain the team motivation and performance.
If you want to learn more about this topic: https://www.newsteer.com/resources/people-management-101
Practical approach to the situational leadership. Vadim NareykoVadim 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
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.
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 the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
People management is one of the most difficult areas of management nowadays. People are not machines, they are complicated, emotionally unstable and a good manager needs anticipate any possible issue that might appear in their job lives in order to maintain the team motivation and performance.
If you want to learn more about this topic: https://www.newsteer.com/resources/people-management-101
Practical approach to the situational leadership. Vadim NareykoVadim 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
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.
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.
Situational leadership Workshop at Agile2010 ConferenceDave Neuman
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.
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 Dominique Aubry
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!
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
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