Situational Leadership Final

8/3/2019 Situational Leadership Final

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Jasleen sethi 223

Bhakti Shah 224

Aniket Shah 225

Monil Shah 226

Piyush Shah 227

Arshad Sheikh - 228


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What is leadership??


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Hersey and Blanchards situationalleadership theory


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LEADERSHIP STYLES S1 Telling

S2

Selling

S3 Participating

S4 Delegating


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GRAPH OF SITUATIONAL LEADERSHIP


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Leadership style depends upon the person being led-thefollower

Leadership style depends on maturity levels of follower


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M1-Level Lacking the skills required for job

Less knowledge

Low confidence


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M2- level Followers might be willing to work on the task

Don't have the skills to do it successfully

Task or situation may be new to them


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M3- Level Experience and capable to do a task but low

confidence

Strong skills


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M4- Level Experience with the job and comfortable with

their own duty

High confidence and strong skills

Committed to the task


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Examples- New Employee New person joins a team

New Employee is at M1 stage

You have adopted S4 style i.e. delegating

Appropriate response should be S1 style


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Example- Colleague Handing over to a experienced colleague

Colleague is at M4 stage

You have adopted S1 style i.e. directing

Appropriate response should be S4 style


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Example :1

Course of action:

1. Make sure that you define the responsibilities of the team,

present an overview of the design process you are going to use,direct the work of the team in developing the new project, andclosely monitor progress in implementing the project.

2. Direct the work of the team in designing and implementing the

new project and encourage team members to work together byrecommending ideas, making decisions on the final design,and implementing the project.

3. Facilitate the work of the team by encouraging cooperation

and involvement of all team members as they design andimplement the new project.

4. Allow the team to design and implement the project on theirown with your support and with the resources that you have

given them.


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Example : 2

Course of Action :

1. Assign them the new responsibility, make sure they know what

to do, and supervise them closely.

2. Give them the new responsibility. Tell them that you are

pleased with their past performance and that you are sure they

will do well with this new responsibility. Facilitate the teams

meetings.

3. Make sure they know what you want them to do, but

incorporate any helpful suggestions they have.

4. Let them determine how to complete the new responsibility

and be available to support them and provide the information

and resources that will be needed.


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Illustration of situational leadershipwith reference of P.C. Luther ofturning around DVC


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The essence of the turnaround was in the fact that

Total revenues increased by a significant percentage in

the last three years, and

The net revenues continued a robust upward trend.

Lalu Prasad Yadav Turnaround of

Indian Railways.


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This is how it goes from positive to

negative Successor carries forward the initiatives of the predecessor.

Directly benefited the passenger segment Shatabdi.

Key staretegies adopted by IR: Downsizing

Outsourcing

Product Development

Rise in Demand


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Thank you

Situational Leadership Final

Documents

Transcript of Situational Leadership Final