Situational leadership (2)

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SITUATIONAL LEADERSHIP

Effective leadership
behaviors differs from
situation to situation

Through back of SL
• In 1969, Blanchard and Hersey developed
situational leadership theory in their
classic book “Management of
Organizational Behavior.”
• In the late 1970s and early 1980s, the two
developed their own styles.

Situational leadership is the model of
choice for organizations around the world
that want to do the following:
• Develop people and workgroups
• Establish rapport and to bring out the best
in their people
• Use a common leadership style across all
units in an organization, be it local,
national, or international

So , what are the challenges you
face at your workplace?

Purpose of SL
• Open up communication – increase the
frequency and quality of conversations about
performance and development between you and
the people you work with
• Help others develop competence and
commitment
• Teach others how to provide their own direction
and support
• Value and honor differences

Best Boss/Worst Boss
Recall a best boss and describe what you
could see your boss doing or hear your
boss saying that had a positive impact on
your performance.
Make a similar list of your worst boss
behaviors and your reactions and
feelings.

Three Skills of SL
• Diagnosis-assessing development needs
• Flexibility – using a variety of leadership
styles comfortably
• Partnering for Performance-reaching
agreements with others about the
leadership style they need

Leadership is…
Leadership is an influence process.
When you are a leader, you work with
others to accomplish their goal and the
goals of the organization.

Leadership Style
The pattern of behaviors you use with others,
over time, as perceived by them.
Remember ,
There is no best leadership style !

You need to get things done through other
people. So what’s required?
ME=(TS+QT+IM)XMS
Management
Effectiveness
Technical
skill
Quality of
Thinking
Interpersonal
Mastery
Mindset

Diagnosis – 1st Skill of SL
The willingness and ability to look at a
situation and assess others
development needs in order to decide
which leadership style is the most
appropriate for the goal or task at
hand.

Development Level
• Competence
• Commitment
Development level is the key
situational variable in choosing the
appropriate leadership style. And
development level is goal or task
specific.

Competence ( Can Do!)
• Demonstrated goal-or task specific
knowledge and skills
• Transferable knowledge and skills
How would you know someone has
competence?

Commitment ( Want to Do! )
• Motivation
• Confidence

Development Level Workout
Think of a time you were a beginner,
advanced beginner, steady
contributor, and an expert at
something. List descriptors of you at
each level of development.

The Four Development Levels
• D1- low competence and high
commitment
The Enthusiastic Beginner !
• D2 –low to some competence and low
to commitment
Disillusioned Learner

The Four Development Levels
• D3 – Moderate to high competence
and variable commitment
Capable , but Cautious , Performer
• D4 – High competence and high
commitment
Self- Reliant Achiever

Needs of a D1
• Acknowledgement of enthusiasm &
transferable skills
• Clear goals and roles & concrete example
• Priorities
• Action plans
• Information boundaries & limits
• Step by step plan for learning
• Direction about what & how
• Frequent feedback on progress

Needs of a D2
• Involvement in clarifying goals & action
plans
• Perspective that progress is being made
• Assurance that its okay to make mistakes
• Explanations of why
• Opportunities to share concerns and be
heard
• Reassurance
• Advice

• Coaching to build skills
• Help in analysising success and mistakes
• Praise for progress

Needs of a D3
• Test ideas
• Good questions to build self-reliant problem
solving skills
• Praise for high levels of competence and
performance
• The opportunity to take the lead in goal
setting and action planning
• Encouragement and support
• Help in removing obstacles / build confidence

Needs of a D4
• Trust
• Variety and challenge
• Autonomy
• Opportunities to teach and mentor others
• Acknowledged/to be valued for
contributions

Flexibility – the 2nd skill
The ability to use a variety of
leadership styles comfortably
Remember
Different strokes for different folks
!

Four Leadership Styles

SL Case

Matching leadership Style to
Development Level

A Leader has 3 choices
• Match
• Oversupervision
• Undersupervision

• Oversupervision—when you give an
individual more direction than he or she
needs. You use an S1 or S2 with a D3 or
D4.
• Undersupervision—when you use a
Supporting or Delegating style and the
individual really needs direction and close
supervision to build skills. You use an S3
or S4 with a D1 or D2.

6 SL Conversations

Make a development plan
• Thought of an individual you lead who has
the potential to develop.
• Identified 3 goals or key tasks that you
would like this person to accomplish
• Wrote each goal or task in terms of a ‘what
needs to be done, when’ statement.

Goal Setting
Goal or Task # 1 Goal or Task # 2 Goal or Task # 3
What & When ?
How to measure?
What & When ?
How to measure?
What & When ?
How to measure?

Personal Change Curve

Thank You !

Situational leadership (2)

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