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Situational Leadership. "Only those who dare to fail greatly can ever achieve greatly.” JFK. Overview. Directive and Supportive Behavior Leadership Variables Situational Leadership II Model. Directive & Supportive Behavior. Directive/Task Behavior. Involves:

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situational leadership
Situational Leadership

"Only those who dare to fail greatly can ever achieve greatly.”

JFK

slide2

Overview

  • Directive and Supportive Behavior
  • Leadership Variables
  • Situational Leadership II Model
directive task behavior
Directive/Task Behavior

Involves:

  • Clearly Telling People
    • What to Do
    • How to Do It
    • Where to Do It
    • When to Do It
  • And Then Closely Supervising Their Performance
supportive relationship behavior
Supportive/Relationship Behavior

Involves:

  • Listening to People
  • Providing Support and Encouraging Their Efforts
  • Facilitating Their Involvement in
  • Problem Solving and Decision Making
leadership variables
Leadership Variables
  • Follower
  • Boss
  • Associates/Peers
  • Organization
  • Job Demands
  • Time
interim summary
Interim Summary
  • Directive/Supportive Behavior
  • Leadership Variables
slide10

THE FOUR LEADERSHIP STYLES

(High)

High Directive and

S

U

P

P

O

R

T

I

V

E

B

E

H

A

V

I

O

R

High Supportive and

High Supportive

Low Directive

Behavior

Behavior

S3

S2

S4

S1

High Directive and

Low Supportive and

Low Supportive

Low Directive

Behavior

Behavior

(High)

(Low)

DIRECTIVE BEHAVIOR

MODERATE

HIGH

LOW

D3

D1

D4

D2

DEVELOPED

DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

8

subordinate s development level
Subordinate’s Development Level
  • Competence: Task, Knowledge and Skills
  • Commitment: Motivation and Confidence

9

levels of development
Levels of Development
  • D1 - “Enthusiastic Beginner”
  • D2 - “Disillusioned Learner”
  • D3 - “ReluctantContributor”
  • D4 - “Peak Performer”

15

levels of development17
Levels of Development
  • D1 - Low Competence, High Commitment “Enthusiastic Beginner”
  • D2 - Some Competence, Low Commitment “Disillusioned Learner”
  • D3 - Moderate to High Competence, Variable Commitment “ReluctantContributor”
  • D4 - High Competence, High Commitment “Peak Performer”

15

slide19

THE FOUR LEADERSHIP STYLES

(High)

High Directive and

S

U

P

P

O

R

T

I

V

E

B

E

H

A

V

I

O

R

High Supportive and

High Supportive

Low Directive

Behavior

Behavior

S3

S2

S4

S1

High Directive and

Low Supportive and

Low Supportive

Low Directive

Behavior

Behavior

(High)

(Low)

DIRECTIVE BEHAVIOR

MODERATE

HIGH

LOW

D3

D1

D4

D2

DEVELOPED

DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

18

directing
Directing
  • High Directive, Low Supportive
  • Leader Defines Roles of Followers
  • Problem Solving and Decision Making Initiated by the Leader
  • One-way Communication

19

slide21

THE FOUR LEADERSHIP STYLES

(High)

High Directive and

S

U

P

P

O

R

T

I

V

E

B

E

H

A

V

I

O

R

High Supportive and

High Supportive

Low Directive

Behavior

Behavior

S3

S2

S4

S1

High Directive and

Low Supportive and

Low Supportive

Low Directive

Behavior

Behavior

(High)

(Low)

DIRECTIVE BEHAVIOR

MODERATE

HIGH

LOW

D3

D1

D4

D2

DEVELOPED

DEVELOPING

20

DEVELOPMENT LEVEL OF FOLLOWER(S)

coaching
Coaching
  • High Directive, High Supportive
  • Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions
  • Two-way Communication
  • Control Over Decision Making Remains With the Leader

21

slide23

THE FOUR LEADERSHIP STYLES

(High)

High Directive and

S

U

P

P

O

R

T

I

V

E

B

E

H

A

V

I

O

R

High Supportive and

High Supportive

Low Directive

Behavior

Behavior

S3

S2

S4

S1

High Directive and

Low Supportive and

Low Supportive

Low Directive

Behavior

Behavior

(High)

(Low)

DIRECTIVE BEHAVIOR

MODERATE

HIGH

LOW

D3

D1

D4

D2

DEVELOPED

DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

22

supporting
Supporting
  • High Supportive, Low Directive
  • Focus of Control Shifts to Follower
  • Leader Actively Listens
  • Follower Has Ability and Knowledge to Do the Task

23

slide25

THE FOUR LEADERSHIP STYLES

(High)

High Directive and

S

U

P

P

O

R

T

I

V

E

B

E

H

A

V

I

O

R

High Supportive and

High Supportive

Low Directive

Behavior

Behavior

S3

S2

S4

S1

High Directive and

Low Supportive and

Low Supportive

Low Directive

Behavior

Behavior

(High)

(Low)

DIRECTIVE BEHAVIOR

MODERATE

HIGH

LOW

D3

D1

D4

D2

DEVELOPED

DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

24

delegating
Delegating
  • Low Supportive, Low Directive
  • Leader Discusses Problems With Followers
  • Seeks Joint Agreement on Problem Definitions
  • Decision Making Is Handled by the Subordinate
  • They “Run Their Own Show”

25

slide27

THE FOUR LEADERSHIP STYLES

(High)

High Directive and

S

U

P

P

O

R

T

I

V

E

B

E

H

A

V

I

O

R

High Supportive and

High Supportive

Low Directive

Behavior

Behavior

S3

S2

S4

S1

High Directive and

Low Supportive and

Low Supportive

Low Directive

Behavior

Behavior

(High)

(Low)

DIRECTIVE BEHAVIOR

MODERATE

HIGH

LOW

D3

D1

D4

D2

DEVELOPED

DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

26

slide29

Increasing Follower Development Level

  • Tell Them What You Want Them to Do
  • Show Them What You Want Them to Do
  • Let Them Try - There Is Some Risk
  • Observe Performance - Focus on the Positive
  • Manage the Consequences
slide30

Five Step to Training Winners

  • Tell Them What You Want to Do
  • Show Them What You Want to Do
  • Let Them Try – There is Some Risk
  • Observe Performance – Focus on the Positive
  • Manage the Consequences
slide31

The Leader’s Goal

Build Your Follower’s Development Level So You Can Start Using Less Time-consuming Styles

(S3 and S4) and Still Get High Quality Results.

slide32

Situational Leadership is not something

you do “TO” people but something you do

“WITH” people.

slide33

SUMMARY

  • Directive and Supportive Behavior
  • Leadership Variables
  • Situational Leadership II Model

"Opportunity is missed by most people because it is

dressed in overalls and looks like work." -- Thomas Edison