situational leadership

Situational Situational LeadershipLeadership

"Only those who dare to fail greatly can ever "Only those who dare to fail greatly can ever achieve greatly.”achieve greatly.” JFKJFK

Overview

Directive and Supportive BehaviorDirective and Supportive Behavior Leadership VariablesLeadership Variables Situational Leadership II ModelSituational Leadership II Model

Directive & Supportive Behavior

Involves:Clearly Telling People

• What to Do• How to Do It• Where to Do It• When to Do It

And Then Closely Supervising Their Performance

Directive/Task Behavior

Supportive/Relationship Behavior

Involves: Listening to People Providing Support and Encouraging Their

Efforts Facilitating Their Involvement in Problem Solving and Decision Making

Leadership Variables

Follower Boss Associates/Peers Organization Job Demands Time

Leadership Variables

Interim SummaryInterim Summary

•Directive/Supportive BehaviorDirective/Supportive Behavior

•Leadership VariablesLeadership Variables

Situational Leadership Model

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S3

S1S4

S2

Low Supportive and Low DirectiveBehavior

High Directive and Low SupportiveBehavior

High Directive and High SupportiveBehavior

High Supportive and Low DirectiveBehavior

DEVELOPMENT LEVEL OF FOLLOWER(S)DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

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Subordinate’s Development Level

Competence: Task, Knowledge and Skills

Commitment: Motivation and Confidence

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Levels of Development

D1 - “Enthusiastic Beginner”

D2 - “Disillusioned Learner”

D3 - “Reluctant Contributor”

D4 - “Peak Performer”

Levels of DevelopmentLevels of DevelopmentD1D1

Low Competence, High Commitment Low Competence, High Commitment

““Enthusiastic Beginner”Enthusiastic Beginner”


SomeSome Competence, Low Commitment Competence, Low Commitment

““Disillusioned Learner”Disillusioned Learner”


Moderate to High Competence, Moderate to High Competence, Variable CommitmentVariable Commitment

““Reluctant Contributor”Reluctant Contributor”


HighHigh Competence, High Commitment Competence, High Commitment

““Peak Performer” Peak Performer”

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Levels of Development D1 - Low Competence, High Commitment “Enthusiastic

Beginner”

D2 - Some Competence, Low Commitment “Disillusioned Learner”

D3 - Moderate to High Competence, Variable Commitment “Reluctant Contributor”

D4 - High Competence, High Commitment “Peak Performer”

Development Level is

Task Specific!

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S3

S1S4

S2






DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR


HIGH LOWMODERATE

D4 D1D2D3

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Directing

High Directive, Low Supportive Leader Defines Roles of Followers Problem Solving and Decision Making

Initiated by the Leader One-way Communication

20DEVELOPMENT LEVEL OF FOLLOWER(S)

S3

S1S4

S2






DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

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Coaching High Directive, High Supportive Leader Now Attempts to Hear Followers

Suggestions, Ideas, and Opinions Two-way Communication Control Over Decision Making Remains With

the Leader

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S3

S1S4

S2






DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR


HIGH LOWMODERATE

D4 D1D2D3

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Supporting High Supportive, Low Directive Focus of Control Shifts to Follower Leader Actively Listens Follower Has Ability and Knowledge to

Do the Task

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S3

S1S4

S2






HIGH LOWMODERATE

D4 D1D2D3


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

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Delegating Low Supportive, Low Directive Leader Discusses Problems With Followers Seeks Joint Agreement on Problem

Definitions Decision Making Is Handled by the

Subordinate They “Run Their Own Show”

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S3

S1S4

S2






HIGH LOWMODERATE

D4 D1D2D3


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

What Happens If We Have a Mismatch of Leadership Style With Development Level?

Tell Them What You Want Them to DoTell Them What You Want Them to Do Show Them What You Want Them to DoShow Them What You Want Them to Do Let Them Try - There Is Some RiskLet Them Try - There Is Some Risk Observe Performance - Focus on the Observe Performance - Focus on the

PositivePositive Manage the ConsequencesManage the Consequences

Increasing Follower Increasing Follower Development LevelDevelopment Level

Tell Them What You Want to DoTell Them What You Want to Do Show Them What You Want to DoShow Them What You Want to Do Let Them Try – There is Some RiskLet Them Try – There is Some Risk Observe Performance – Focus on the Observe Performance – Focus on the

PositivePositive Manage the Consequences Manage the Consequences

Five Step to Training Five Step to Training WinnersWinners

The Leader’s Goal

Build Your Follower’s Development Level So You Build Your Follower’s Development Level So You Can Start Using Less Time-consuming Styles Can Start Using Less Time-consuming Styles

(S3 and S4) and Still Get High Quality Results(S3 and S4) and Still Get High Quality Results.

Situational Leadership is not something you do “TO” people but something you do

“WITH” people.

Directive and Supportive BehaviorDirective and Supportive Behavior Leadership VariablesLeadership Variables Situational Leadership II ModelSituational Leadership II Model

SUMMARY

""OpportunityOpportunity is missed by most people because it is is missed by most people because it is dressed in overalls and looks like work." -- Thomas Edison dressed in overalls and looks like work." -- Thomas Edison

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"Washington [D.C.] is a city of Southern efficiency and Northern charm." JFK

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