Transcript Situational Leadership
Leaders don't force people to follow -they invite them on a journey.
~ Charles S. Lauer
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
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
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
High Directive Low Supportive
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
focuses communication on: goal achievement supporting subordinates’ socioemotional needs involvement through encouragement and soliciting subordinate input still makes final decision
S3 – Supporting Style
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
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
D1 Competence Commitment Low High D2 Competence Commitment Some Low D3 D4 Competence Commitment Competence Commitment Mod./ high Low High High
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
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?
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?
Useful in consulting
applicable to everyone during all project stages in any type of organization