Transcript Slide 1

SITUATIONAL LEADERSHIP
Dr Catherine Hannaway
Durham University
14th July 2011
Shape of the Session
• Your leadership challenges
• Your leadership style in meeting those
challenges
• Situational leadership model
• Reflect on your leadership style
• How a situational leadership approach can
help address your leadership challenges
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Learning Objectives
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Be able to diagnose others’ development levels and
choose the appropriate leadership style
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Understand why there is no best leadership or
coaching style
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Learn to use a common language for coaching and
developing others
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Understand the negative impact of over-supervision
and under-supervision on performance and morale
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The Three Skills of a
Situational Leader
• Diagnosis—assessing development
needs
• Flexibility—using a variety of leadership
styles comfortably
• Partnering for Performance—reaching
agreements with others about the
leadership style they need
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Diagnosis
The willingness and ability to
look at a situation and assess
others’ development needs in
order to decide which leadership
style is the most appropriate for
the goal or task at hand:
Competence
Commitment
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Competence (Can Do!)
• Demonstrated goal- or taskspecific knowledge and skills
• Transferable knowledge and
skills
How would you know someone
has competence?
Commitment (Want to Do!)
• Motivation
• Confidence
The 4 Levels of Development
D1—Low competence and high
commitment
D2—Low to some competence and
low commitment
D3—Moderate to high competence
and variable commitment
D4—High competence and high
commitment (has mastered the goal or
task and is motivated and confident – ‘a selfreliant achiever’).
The Needs of each development level?
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The Needs of a D1
Acknowledgement of enthusiasm & transferable skills
Clear goals and roles
Priorities
Action plans
Information
Boundaries and limits
Step by step plan for learning
Direction about what & how
Frequent feedback on progress
Concrete examples
- Open to direction because they are excited
and want to do well
Needs of a D2
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Involvement in clarifying goals and action plans
Perspective that progress is being made
Assurance that it’s Ok to make mistakes
Explanations of why
Opportunities to share concerns and be heard
Reassurance
Advice
Coaching to build skills
Help in analysing successes and mistakes
Praise for progress
- still need direction
The Needs of a D3
• A sounding board to test ideas
• Good questions to build self-reliant problem solving
skills
• Praise for high levels of competence and performance
• The opportunity to take the lead in goal setting and
action planning
• Encouragement and support
• Help in removing obstacles to goal achievement
• Help in looking at past successes and skills objectivity to
build confidence
- know how to do the task, but
commitment is variable
The Needs of a D4
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Trust
Variety and challenge
Autonomy
Opportunities to teach and mentor others
Acknowledged/to be valued for contributions
- self directed/self motivated
The second skill of situational
leadership - Flexibility
The ability to use a variety of
leadership styles comfortably
Need to be able to use 2 kinds of
leadership behavior:
- Directive
- Supportive
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Directive Behaviour
The extent to which a leader
• Sets goals and clarifies expectations
• Tells and shows an individual what to
do, when, and how to do it
• Closely supervises, monitors, and
evaluates performance
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Directive Behaviour
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Structure
Organise
Teach
Supervise
Evaluate
Supportive Behaviour
The extent to which a leader
• Engages in more two-way communication
• Listens and provides support and encouragement
• Involves the other person in decision making
• Encourages and facilitates self-reliant
problem solving
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Supportive Behaviour
• Ask for input
• Listen
• Facilitate problem
solving
• Explain why
• Encourage
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4 Styles of Leadership – each a
combination of Directive and
supportive behaviour
• Style 1 – Directing - high directive/low
support
• Style 2 – Coaching – high directive/high
support
• Style 3 – Supporting – high supportive/low
directive
• Style 4 – Delegating – low support and low
direction
• How frequent is the observation, monitoring
& feedback in Styles 1&2
…. and styles 3&4?
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Appropriate Leadership
Behavior
In all four styles, the leader
• Makes sure goals and expectations
are clear
• Observes and monitors performance
• Gives feedback (including praise)
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A Leader Has Three Choices
• Match
• Over-supervise
• Under-supervise
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• something I have learned in this session
• something I am going to reflect on
• something I am going to do as a result of this
session
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