Transcript Situational Leadership

Foundations of Team Leadership
Challenges
of Situational
Leadership
Foundations of Team Leadership
1
Foundations of Team Leadership
Challenge of Team Leadership
2a-2
Foundations of Team Leadership
Challenge of Situational Leadership
2a-3
Foundations of Team Leadership
What IS Leadership?
A definition…
• Ability to influence people in a given
context
•In organizations, effective leadership is
based on influence AND Power & Position.
•It requires matching of these 2
dimensions:
•Top Down - Derived from position and
characteristics of the leader
•Bottom Up- Derived from characteristics and
needs of the group
Source :J Shamsie- Michigan State-Unpublished Paper, 04.
Also see D Ulrich, J Zenger ,N Smallwood- HBS article 10d1 in Binder Section 10
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Foundations of Team Leadership
What is Effective Leadership?
Effective Leadership is where the behaviors /style
of intervention is adapted to the situation
The key factors which can inform the choice of
behaviors that compose an effective leadership style
at a particular time, should include:
•The nature of the work being done
•The skill level of the person being asked to do the work
•The leadership style preferences of the leader
•To a certain extent, the trust and nature of the
relationship with that person
Foundations of Team Leadership
Situational Leadership Spectrum
Team Leader: First
Among Equals Decision Reached
with Group
Team Leader:
Supporting Group’s
Decision-Leading
from Behind
Team Leader:
Sole Responsibility
for Decision
Team Leader:
Decision with
Input from Group
Requires Flexibility & Tolerance for Ambiguity
8d-6
Feedback
SMART
x
8d-7
•Specific & Behavioral
•Measurable/ Observed
•Actionable
•Requested/ Required
•Timely
Foundations of Team Leadership
Situational Leadership
Adapting Style to Meet Different Situations
The Essential Dimensions
HP/HT
H
High
People & Task IntegrationSynergistic (Idealized)
People Focus
Orientation
PEOPLE
High People FocusLow Task Focus
Task Focus
Low Task/Goal Focus
Low People Focus
High Task FocusLow People Focus
Low
L
Low
TASK/Goal
Orientation
Adapted from Blake & Mouton-Blanchard& Hersey- Goleman Grids
High
H
Foundations of Team Leadership
Situational Leadership
Using the Approach Strategically
First: Look at the Work Situation
HP/HT
H
Orientation
PEOPLE
High
High People FocusLow Task Focus
People & Task IntegrationSynergistic (Idealized)
People Focus
Task Focus
Low Task/Goal Focus
Low People Focus
Low
Low
L
Adapted: Blake & Mouton Grid
High Task FocusLow People Focus
TASK/Goal
Orientation
High
H
Foundations of Team Leadership
Situational Leadership
Second: Look at Staff/Team Capability
SUPPORTING
H
HP/HT
COACHING
High
Orientation
PEOPLE
Participates in decisions- but
gives up control over
process & tasks. Maintains
accountability for results
People
Focus
Low
S3 S2
S4 S1
Leader invited to participate
in some decisionsRelinquishes control over
process & tasks- Will hold
others accountable for
results
DELEGATING
Low
Defines tasks & processpresents decisions &
opportunity for some
discussion and some
flexibility
Instructs on tasks and
process, informs of
decisions and supervises
closely
DIRECTING
TASK/Goal
L
High
Orientation
High (D3-4)
Adapted: Blanchard & Hersey
Follower Development Scale
Low (D1-2)
Degree of Competence- READINESS- Commitment-Willingness
H
Task
Focus
Foundations of Team Leadership
Situational Leadership
Third: Monitor Personal Style Preference
H
POLITICO/AFFILIATION
HP/HT
MICRO MANAGING
High
Orientation
PEOPLE
Relationship focus detrimental
to decisions-tasks- processMay try to take credit or walk
from results
People
Focus
Low
S3 S2
S4 S1
Leader does not assume any
responsibility for decisionsprocess- tasks Will blame
others for bad results
LAISSEZ FAIRE
Low
Excessive control of
decisions-process- task
High
Orientation
High (D3-4)
Task
Focus
COMMAND & CONTROL
TASK/Goal
L
Adapted: S Otis
Varying degrees of control
over decisions -processtasks details
Follower Development Scale
Low (D1-2)
Degree of Competence- READINESS- Commitment-Willingness
H
Foundations of Team Leadership
Situational Leadership
TEAMS STAGES
H
Orientation
PEOPLE
High
NORMING /
STORMING
People
Focus
Low
STORMING/
NORMING
CLOSURE
PERFORMING
Low
High
Orientation
High (D3-4)
Task
Focus
FORMING
TASK/Goal
L
Adapted: S Otis
HP/HT
Follower Development Scale
Low (D1-2)
Degree of Competence- READINESS- Commitment-Willingness
H
Foundations of Team Leadership
Group Decision-Making (Degrees)
& Situational Leadership (Styles)
Leader Centered Decisions
P
E
R
F
O
R
M
A
N
C
E
Source: Tannenbaum & Schmidt: 1978
Team Centered Decisions
Leader
Centered
Decisions
Team
Centered
Decisions
AUTOCRATIC
Leader makes decision and
announces to group
Leader sells decision to
group
PARTICIPATIVE
Leader presents proposal-but open to
ideas. Makes decision
CONSENSUAL
Leader defines limits- Will support
groups decision
Foundations of Team Leadership
What is the “Right” Leadership Style for the Bank?
Team Leaders HAVE Accountability &
Budget for Tasks & Results
BUT
NOT Much Positional Authority Re People
Minimal Selection of Team Members for Projects
No Hiring and Firing of Team Members
NOT Much Ability to Meter Organization Rotations Re
Team Learning
New Players –Same Roles: Ever rotating team members
Same Players-Constantly Revolving Roles: Team Leader on
one team-team member on another
NOT Much Power within the Structure Re Results/
Performance
•To Influence Wages
•To Conduct Performance Appraisals Specific to Project or
Team Undertaking
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Foundations of Team Leadership
Some Broad Categories of Leadership Behavior- Styles
Leadership Behaviors on Continuum of Decision-making Scale
High Leader Control- Communications One Way
•Autocratic
(Lewin 39) /
Directive
(Hersey Blanchard60)
•In the autocratic style, the leader takes decisions without consulting with others. It is a
'telling' style which is focused on tasks and getting things done expediently- and thus
expects subordinates to do as they are told within that context.
Medium Leader Control & Hi Interaction & 2 way Communications
Participative(Tannenb(58) )-Democratic (Lewin (39) -Coaching(Goleman95-Hersey Blanchard60 )
-Supportive (Goleman95)
•In the participative management styles of leadership, people are involved in two way
communications- and in the decision process in varying degrees…Getting people’s input
and commitment through participation is especially valued as an effective means to get
ownership and/or better quality outputs.
Low Leader Interactions and Minimal Control
Consensual (Lewin39) Delegative (Goleman) Laissez Faire (Lewin)
•Greatest delegation of decision-making, allowing people to make more/most decisions
Source: See Articles in Reference Section of Participant Binder
Foundations of Team Leadership
Situational Leadership
Small Groups Cases
Breaking into Small Groups:
Group 1: Directive/Autocratic
Group 2: Participative: Collapsing of Coaching/Supportive
Group 3: Consensual: Delegating
CASE Situations
•Describe 2 situations in the Bank in which the particular
Leadership Behavior your group is exploring would be
appropriate
•Describe 2 situations in the Bank in which this particular
Leadership Behavior your group is exploring would NOT be
appropriate