SITUATIONAL LEADERSHIP

Leadership

• The ability to influence a group toward the achievement of goals

• “When you boil it down, contemporary leadership seems to a matter of aligning people toward common goals and empowering them to take the actions needed to reach them.”

Circle of concern / circle of influence

Circle of Concern

All the things I care aboutAll things that affect meAll things that impact work

Circle of Influence

All the things I can affectAll things I can impactAll things I can change

The 7 Habits of Highly Effective People- Stephen Covey

Where is your focus?

Circle of Influence

Circle of Concern

Circle of Influence

Circle of Concern

Reactive Proactive

The 7 Habits of Highly Effective People- Stephen Covey

What are the Leadership Traits of Highly Productive Organizations?

Levels of Leadership (Jim Collins, HBR, Jan. 2001)

• Highly capable individual • Contributing team member • Competent manager• Effective leader – catalyzes commitment to and vigorous

pursuit of a clear & compelling vision, stimulate high performance

• Executive – builds enduring greatness through humility and professional wills

Charismatic Leadership

Key Characteristics of Charismatic leaders

1. Self Confidence- They have complete confidence in their judgment and ability.

2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.

3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others. This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.

4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.

Charismatic Leadership

Key Characteristics of Charismatic leaders

5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel, unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.

6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as caretakers of the status quo.

7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints and resources needed to bring about change.

What skills do leaders need?

• Personal Skills

1.Developing Self-awareness

3. Solving Problems

creatively

2.Managing stress

•Determining values and priorities•Identifying cognitive style•Assessing attitude toward change

•Coping with stressors•Managing time•Delegating

•Using the rational approach •Using the creative approach•Fostering innovation in others

Interpersonal Skills

4. Communicationsupportively

5. Gaining power and influences

7. Management conflict

6. Motivating others

•Gaining power •Exercise influence•Empowering others

•Coaching•Counseling•Listening

•Identifying causes•Selecting appropriate strategies•Resolving confrontations

•Diagnosing poor performance•Creating a motivating environment •Rewarding accomplishment

Leadership Involves an Interaction Between

the Leader, the Followers, and the Situation

LeadershipFollowers

Leader

Situation

Personality

Position

Expertise,

Values

Norms

Cohesiveness,

Task

Stress

Environment,

LEADERSHIP

LEADER HIMSELF

personality, beliefs,

preferred style...

GROUP

responsible, lazy,

dependent, confidence

in leader...

SITUATION

orgn. Culture,

time pressures

THE INFLUENCING FACTORS

Points to Learn

• Persuasion skills• Motivational skills• Conflict resolution skills• Leadership tactics

Motivational Skills

• How do one ensures high level of enthusiasm and commitment during bad times?????????................

• Motivating people is not as easy as it sounds

The twelve major causes of failure in leadership

Although it is important to know what to do when leading people , it must be important to know what not to do.

1. Inability to organize detail 2.Unwillingness to do what they would ask another to do 3.Expectation of pay for what they know instead of what they do.4 fear of competition from others5.Lack of creative thinking6. The ‘’I’’ syndrome 7. Over-indulgence 8. Disloyalty 9. Emphasis of the authority of leadership10 . Emphasis of title11. lack of understanding of the destructive effects of a negative environment 12 .a lack of common sense

New Leader Traps

• Not learning quickly• Isolation• Know-it-all• Keeping existing team• Taking on too much

• Captured by wrong people

• Successor syndrome

How Leaders Interact with Followers, continued

• Motivate followers through more personal and intangible factors.

• Redefine the parameters of tasks and responsibilities.

• Change situations rather than just optimize their group’s adaptation to it.

Situational Leadership

Four Basic Leadership Styles

The leader provides specific direction and closely monitors task accomplishment

The leader facilitates and supports people’s efforts toward task accomplishmentand shares responsibility for decision making with them

Coaching

Leader continues to direct and closely monitor task accomplishment, but also explains decisions, solicits suggestions and supports progress

Supporting

The leader turns over responsibility for decision-making and problem-solving

Directing

Delegating

Situational Leadership Skills

Flexible

There is NO ONE BEST leadership style or strategy.

We need to use different styles/strategies for different

people/situations.

In some cases, we need to use different approaches with

the SAME person, depending on the given situation.

Situational Leadership Skills

Flexible

Diagnostic

Diagnosis

D3 D1D2

HIGH HIGH

MODERATE TO HIGH

HIGH

VARIABLE LOW

LOWSOME TO LOWCompetence

Commitment

Developed Developing

D4

Leadership Styles

(HIGH)

(LOW)(HIGH)

Su

pp

ort

ive

Beh

avio

r

Directive Behavior

DIRECTING

HIGH directive and LOW supportive

COACHING

HIGH directive and HIGH supportive

DELEGATING

LOW directive and LOW supportive

SUPPORTING

HIGH supportive and LOW directive

S4 S1

S3 S2

Leadership Styles: Situational Application

S1

S2

S3

S4

D1

D2

D3

D4

DIRECTING

COACHING

SUPPORTING

DELEGATING

Developmental level Suitable style

Structure, organize, teach and supervise

Direct and support

Praise, listen and facilitate

Assign day-to-day decision making

responsibility

Low CompetenceHigh Commitment

Moderate to Low CompetenceLow Commitment

High CompetenceHigh Commitment

Moderate to High Competence

Variable Commitment

Su

pp

ort

ive

Directive

HIGH directive and LOW supportive

HIGH directive and

HIGH supportive

LOW directive and

LOW supportive

HIGH supportive and LOW directive

S4 S1

S3 S2

COACHING

DIR

EC

TING

DEL

EGA

TIN

GSUPPO

RTING

Developed Developing

D4 D1D2D3

High LowModerate

LEADERSHIPSTYLE

DEVELOPMENTLEVEL

Situational Leadership Model is Dynamic

Step 1: Diagnosis of employee’s performance (specific tasks)

Step 2: Determine employee’s developmental level

(competence and commitment)

Step 3: Determine leadership style to be used

Leadership Techniques• COMPLIMENTS:

– Used to improve development levels of individuals.– Managers need to gradually change leadership style

from more direction (directing) to less direction and more support (coaching and supporting), and finally to less direction and support (delegating).

• REPRIMANDS: – Used to stop poor performance. – Managers may have to move back to more support

(supporting) or more direction (coaching and directing) from less direction and support (delegating).

Situational Leadership Skills

Flexible Diagnostic

Partnering

Situational Leadershipis NOT something you do to people, but something you do with People.

StartGoal setting

(Need agreement with the person performing the task)

Area of responsibility

PerformanceStandardsMeasures

ASK 1. What area of responsibility or goal do I need to influence?

2. How will I know that the job is being done?3. What constitutes good performance?

Diagnose

Developmental level

(Need agreement with the person performing the task)

Competence Commitment

D1D4 D3 D2

Match

Situational Leadership Style

(Need agreement with the

person performing the task)

DELEGATING

D4

S4

SUPPORTING COACHING DIRECTING

D1D2D3

S1S2S3

Deliver

Progressmade

More SupportLess Direction

Directing (S1) to Coaching (S2)

Coaching (S2) to Supporting (S3)

or

or

EventuallyLess Support

Supporting (S3) to Delegating (S4)

Proceed with success

Set new Goals

GOODPERFORMANCE

POORPERFORMANCE

Temporary Setback

Proceed to

Go back to

More Support

Delegating (S4) to Supporting (S3) or

More Direction

Supporting (S3) to Coaching (S2)or

Eventually Less Support

Coaching (S2) to Directing (S1)

If Necessary

Return to start, Review Clarify and Agree on the Goal (s)