Situational Leadership
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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Source :J Shamsie- Michigan State-Unpublished Paper, 04.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
4
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