Situational Leadership

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Transcript Situational Leadership

Situational Leadership

AGED 3153

Leaders don't force people to follow -they invite them on a journey.

~ Charles S. Lauer

Overview

    Situational approach perspective Leadership styles Developmental levels How does the situational approach work?

Situational Approach Perspective  Hersey & Blanchard – 1969  Reddins 3-D management style theory  Leader-focused  Different situations require different leadership

Situational Approach

 What are the two dimensions?

   Effective leaders   recognize what employees need   assess competence and commitment skills and motivation vary over time adapt their own style to meet those needs

Situational Approach

 Blanchard & Blanchard et al.

—1985  Situational Leadership II (SLII) Model  Two parts   Leadership style Development level

Leadership Styles Developmental Levels

 Behavior pattern of an individual who attempts to influence others.

 Degree to which sub. have the competence & commitment to accomplish a given task/activity.

 S1, S2, S3, S4  D1, D2, D3, D4 S3 S2 D4 D3 D2 D1 S4 S1

The Four Leadership Styles

High High Supportive Low Directive High Directive High Supportive Low Supportive Low Directive High Directive Low Supportive Low D4 High Directive Behavior D3 D2 Moderate D1 Low High

S1 – Directive Style

S1 Directing

High Directive Low Supportive 

Leader:

 Focuses communication on goal achievement  Spends less time using supportive behaviors  Goal achievement instructions  what and how  close supervision

S2 – Coaching Style

S2 Coaching High Directive High Supportive

Leader:

 focuses communication on:   goal achievement supporting subordinates’ socioemotional needs  involvement through encouragement and soliciting subordinate input  still makes final decision

S3 – Supporting Style

Leader:

 does not focus solely on goals

S3 Supporting High Supportive Low Directive

 uses supportive behaviors to bring out follower’s skills  listening    praising asking for input providing feedback  delegates day-to-day decision making control

S4 – Delegating Style

Leader:

 offers less task input and social support

S4 Delegating Low Supportive Low Directive

 Lessens involvement in:    planning control of details goal clarification  Gives subordinates control  Refrains from intervention and unneeded social support

Developmental Levels

D1 Competence Commitment Low High D2 Competence Commitment Some Low D3 D4 Competence Commitment Competence Commitment Mod./ high Low High High

Indicators

     Experience Related skills Intelligent & can think through problems Can find & use resources Self-directed      Interest in activity Volunteers for the activity Discussion with others Positive attitude toward group Follows through

Situational Leadership Continued

AGED 3153

Treat people as if they were what they ought to be and you help them to become what they are capable of being.

~Johann Wolfgang Von Goethe

How does the situational approach work?

Focus

 Followers move forward and backward  Along the developmental continuum  Effective leaders   diagnose where subordinates are on the developmental continuum adapt his/her leadership style to the prescribed style  Leaders must be flexible in their leadership behavior

Situation Evaluation Questions  What is the task that subordinates are being asked to perform?

 How complicated is the task?

 Are the subordinates sufficiently skilled to accomplish the task?

 Do they have the desire to complete the job once they start?

What are some situational leadership strengths?

What are some criticisms of the situational approach?

How could you apply the situational approach?

Application

Useful in consulting

   applicable to everyone during all project stages in any type of organization