leadership style workshop -...

Leadership Style Workshop Presented by: Michelle Lambarena March 2016

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Leadership Style Workshop

Ground Rules

Safe Place / Safe Space Participate Be Respectful

of Others Confidentiality

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Differentiate Manager vs. Leader

Leadership Style Assessment

Understand own Leadership Style


Learning Objectives

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Leadership Style Manager Leader

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John Kotter: Manager vs Leader Manager Leader

Focus is on Things, Systems, Structures

Vision, Looks Into the Future

Organize Strategy

Copes with Complexity Motivate

Plans Short Term Transform

Follows the Vision Aligns People

Works in the Present Big Picture, Plans Long Term

Administrates Delivers

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Answer each question considering your current role and current staff

12 questions, circle the option that best applies to how you would normally react/respond to the situation


Assessment

In the table below, enter the number that corresponds to each question.


Scoring the Assessment

Once you have circled all the scores for each question, total each of

the columns.


Scoring the Assessment

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How Many? What does it mean?

Telling (Directing) #_____?

Selling (Coaching) #_____?

Participating (Facilitating) #______?

Delegating (Observing) #______?

How many had the same score or 1-2 point difference?

Which Leadership Style is best?

What do you think?

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Which is best?

Correct answer?

It depends!

On What? Individual

& Situation

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Hersey-Blanchard “The key to being a successful leader… is having the flexibility

to enlist different skill sets with people to fit their unique

needs. The leader who manages all employees in

exactly the same cookie-cutter manner will likely fail. The

leader who tries to understand the unique needs of their employees will build

loyalty and dedication to both themselves and the

organization.”


The Situational Leader

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Follower Readiness – the readiness level that followers exhibit in performing a specific task, function, or objective

Relationship Behavior – the amount of socioemotional support a leader provides

Task Behavior – the amount of guidance and direction a leader

The Model is based on the relationship between leaders and followers and serves as a framework to analyze each situation

based on:

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Decision Styles S1 – S4 S1: Telling - is characterized by one-way communication in which the leader defines

the roles of the individual or group and provides the

what, how, why, when and where to do the task.

S2: Selling - while the leader is still providing the

direction, he or she is now using two-way

communication and providing the socio-

emotional support that will allow the individual or group being influenced to buy into

the process.

S3: Participating - this is how shared decision-making

about aspects of how the task is accomplished and the

leader is providing fewer task behaviors while

maintaining high relationship behavior.

S4: Delegating - the leader is still involved in decisions; however, the process and

responsibility has been passed to the individual or

group. The leader stays involved to monitor

progress.

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S1: Telling / Directing Follower: (R1) Low Competence, Low Commitment Unable and unwilling or insecure, may also lack self confidence. Leader: High task focus, low relationship focus When the follower cannot do the job and is unwilling or afraid to try, then the leader takes a highly directive role, telling them what to do but without a great deal of concern for the relationship. The leader may also provide a working structure, and may find out why the person is not motivated and if there is a link between both. Where a person believes they are less capable then they should be may be in some form of denial or other coping.

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S2: Selling / Coaching Follower: (R2) Some competence, variable commitment Unable but willing or confident (motivated) Leader: High task focus, high relationship focus When the follower can do the job, at least to some extent, and perhaps is over-confident about their ability in this, then 'telling' them what to do may demotivate them or lead to resistance. The leader needs to 'sell' another way of working, explaining and clarifying decisions. The leader spends time listening and advising and, where appropriate, helping the follower to gain necessary skills through coaching methods. Note: S1 and S2 are leader-driven.

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S3: Participating / Facilitating / Supporting Follower: (R3) High competence, variable commitment Able but unwilling or insecure Leader: Low task focus, high relationship focus When the follower can do the job, but is refusing to do it. The leader does not need to need to show them what to do, instead should find out why the person is refusing and persuade them to cooperate. Spend time listening, praising and otherwise making the follower feel good when they show the necessary commitment. The key is motivation!

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S4: Delegating / Observing Follower: (R4) High competence, high commitment Able and willing or confident (motivated) Leader: Low task focus, low relationship focus When the follower can do the job and is motivated to do it, then the leader can basically leave them to it, largely trusting them to get on with the job although they also may need to keep a relatively distant eye on things to ensure everything is going to plan. Followers at this level have less need for support or frequent praise, although as with anyone, occasional recognition is always welcome. Note: S3 and S4 are follower-led.

Diagnose – understand the situation they are trying to influence Adapt – adjust their behavior in response to the contingencies of the situation Communicate – interact with others in a manner they can understand and accept Advance – manage the movement

Situational leaders learn to demonstrate core, common and critical leadership competencies:

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Differentiate Manager vs. Leader

Leadership Style Assessment

Understand own Leadership Style


Learning Objectives

Questions? 22

Leadership Style By: Michelle Lambarena

Email: [email protected] or [email protected]

leadership style workshop -...

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