Situational Leadership Day 1 Pm - Surie
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Transcript of Situational Leadership Day 1 Pm - Surie
7/21/2019 Situational Leadership Day 1 Pm - Surie
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Situational Leadership
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LeadershipStyle
. . . is one’s behaviorwhen trying to infuence
the perormance oanother.
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Ken Blanchard and PaulKen Blanchard and Paul
HersheyHersheyEffective leadership requiresEffective leadership requires
flexibility; different situationsflexibility; different situations
require different leadershiprequire different leadershipapproaches and tactics.approaches and tactics.
Situational Leadership Model
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most effective style ill depend on themost effective style ill depend on thelevel of development of the folloers!level of development of the folloers!
leader must match his or her approachleader must match his or her approach
to hat is needed by the folloer"s#.to hat is needed by the folloer"s#.
Situational Leadership Model
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Our Behavior can be:
irective
Supportive
Structure
!ontrol
Supervise
"raise
Listen
#acilitate
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#our Basic Leadership Styles
$. irecting %igh &as'
Low (elationship
). Supporting %igh
(elationship Low &as'
*. elegating Low
(elationship Low
+. !oaching %igh &as'
%igh (elationship
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Four Maturity Levels of
Followers$. $
+. +
). )
*. *
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Criteria for Maturity
$. ,nowledge o the wor' andappropriate e-perience o
the person.
). illingness and ability tota'e
responsibility.
+. !apacity to set highand
attainable goals.
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$* +olloer $* +olloer
High CompetenceHigh Commitment
, experienced at the -ob
, comfortable iththeir on ability todo it ell
, may even be mores)illed than the
leader.
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$ +olloer $ +olloer
HighCompetence
VariableCommitment
, experienced and
capable!, may lac) the
confidence to 'oit alone! or themotivation to do it
ell / quic)ly
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$0 +olloer $0 +olloer
Some
CompetenceLow
Commitment
, may have somerelevant s)ills!but on&t beable to do the -ob ithout help
, tas) or situation
may be ne tothem.
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$1 +olloer $1 +olloer
Low
CompetenceLow
Commitment
, 2enerally lac)in' thespecific s)illsrequired for -ob
, lac)s confidenceand / or motivation totac)le it.
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/ppropriate Leadership Styles
$. irecting . . .
. .
+. !oaching . . .
. .). Supporting. .
. .
Low
Maturity
%ighMaturity
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$1 +olloer3 Lo 4ompetence$1 +olloer3 Lo 4ompetence
Lo 4ommitmentLo 4ommitment
Leadership Style3
S1 5ellin'/$irectin'
Hi'h tas) focus! LoHi'h tas) focus! Lo
relationship focusrelationship focus
may also provide amay also provide a
or)in' structure!or)in' structure!
both for the -ob and inboth for the -ob and in
terms of ho theterms of ho the
person is controlled.person is controlled.
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$1 +olloer3 Lo 4ompetence$1 +olloer3 Lo 4ompetence
Lo 4ommitmentLo 4ommitment
Leadership Style3
S1 5ellin'/$irectin'
may first find out hy the personmay first find out hy the person
is not motivated and if there areis not motivated and if there are
any limitations in ability..any limitations in ability..
Less focus on relationship toLess focus on relationship to
avoid confusin' the folloer aboutavoid confusin' the folloer about
hat must be done and hat ishat must be done and hat isoptional.optional.
maintains a clear &do this& positionmaintains a clear &do this& position
to ensure all required actions areto ensure all required actions are
clearclear
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$0 +olloer3 Some competence$0 +olloer3 Some competence
6ariable commitment/unable but6ariable commitment/unable but
illin' or motivatedillin' or motivated
Hi'h tas) focus! Hi'h relationshipHi'h tas) focus! Hi'h relationship
focusfocus
&tellin'& them hat to do may&tellin'& them hat to do may
demotivate them or lead todemotivate them or lead to
resistance.resistance.
&sell& another ay of or)in'!&sell& another ay of or)in'!
explainin' and clarifyin' decisions.explainin' and clarifyin' decisions.
Leadership StyleLeadership Style
S03 Sellin' / 4oachin'S03 Sellin' / 4oachin'
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$0 +olloer3 Some competence$0 +olloer3 Some competence
6ariable commitment/unable but6ariable commitment/unable but
illin' or motivatedillin' or motivated
..
spends timespends time listenin'listenin' and advisin'and advisin'and! here appropriate! helpin' theand! here appropriate! helpin' thefolloer to 'ain necessary s)illsfolloer to 'ain necessary s)illsthrou'h coachin' methods.throu'h coachin' methods.
7 8ote3 S1 and S0 are leader%driven.8ote3 S1 and S0 are leader%driven.
Leadership StyleLeadership Style
S03 Sellin' / 4oachin'S03 Sellin' / 4oachin'
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$ +olloer3 Hi'h competence$ +olloer3 Hi'h competence
6ariable commitment/able but unillin'6ariable commitment/able but unillin'or insecureor insecure
Low task focus, highLow task focus, highrelationship focusrelationship focus
7 concerned with finding outconcerned with finding outwhy the person is refusingwhy the person is refusing
and thence persuadingand thence persuadingthem to cooperate.them to cooperate.
Leadership Style 3Leadership Style 3
S3 Participatin' /S3 Participatin' /
Supportin'Supportin'
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$ +olloer3 Hi'h competence$ +olloer3 Hi'h competence
6ariable commitment/able but unillin'6ariable commitment/able but unillin'
or insecureor insecure
key is very much aroundkey is very much around
motivationmotivation
Finds and addresses theseFinds and addresses these
spends timespends time listeninglistening, praising, praising
and otherwise making theand otherwise making the
follower feel good when theyfollower feel good when they
show the necessary commitment.show the necessary commitment.
Leadership Style 3Leadership Style 3
S3 Participatin' /S3 Participatin' /
Supportin'Supportin'
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9* +olloer3 Hi'h competence!9* +olloer3 Hi'h competence!
hi'h commitment/able andhi'h commitment/able and
illin' or motivatedillin' or motivated
Leadership Style3Leadership Style3
S*3 $ele'atin'/observin'S*3 $ele'atin'/observin'
Low task focus, low relationshipLow task focus, low relationshipfocusfocus
leave them to do ob, althoughleave them to do ob, although
they also may need to keep athey also may need to keep a
relatively distant eye on things torelatively distant eye on things to
ensure everything is going to plan.ensure everything is going to plan.
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9* +olloer3 Hi'h competence!9* +olloer3 Hi'h competence!
hi'h commitment/able andhi'h commitment/able and
illin' or motivatedillin' or motivated
Leadership Style3Leadership Style3
S*3 $ele'atin'/observin'S*3 $ele'atin'/observin'
!ives less support or fre"uent!ives less support or fre"uent
praise, although as withpraise, although as with
anyone, occasional recognitionanyone, occasional recognition
is always welcomeis always welcome
F B i L d hi St l
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DIRECTIVE BEHAVIR
S ! " " R T I V E
B E H A V
I R
LowLow
%igh
Four Basi# Leadership Styles
%igh
D I R E C T I $ %
C A C H
I $ %
S ! " "
R T
I $ %
D E L E
% A T I $
%
#$ #% #& #'
Hi'h :oderate Lo
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%ow to Ma'e Situational Leadership a
ynamic Model
$. Set 0oals
+. "raise
). (eprimand
& Se#rets
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%ow to Ma'e Situational Leadership a
ynamic Model
$. Set 0oals1settingperormance inthe right direction
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%ow to Ma'e Situational Leadership a
ynamic Model
+. "raising1 permits
gradual changerom directing to
coaching andsupporting anddelegating
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%ow to Ma'e Situational Leadership a
ynamic Model
). (eprimands1 stops poorperormance by
more support andmore direction
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Are you ready
to be a real
leader?
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A leader is 'est whe( people'arely )(ow he e*ists+
(ot so ,ood whe( people o'eya(d a##lai- hi-+worse whe( they despise hi-.
But of a ,ood leader who tal)slittle whe( his wor) is do(e/his ai- ful0lled/ they will say1
23e did it ourselves45
Lao Tzu, Tao te Ching
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:i'ratory birds are 'ood example:i'ratory birds are 'ood example
of situational leadership andof situational leadership andoutstandin' folloership. s theyoutstandin' folloership. s they
fly! they )eep chan'in' the lead!fly! they )eep chan'in' the lead!
yet they reach their destination.yet they reach their destination.
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