Last updated: June 25, 2019
Topic: SocietyWork
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Purposes of Situational Leadership1.

Open up communication—increase the frequence and quality of conversations about public presentation and development between you your people 2. Aid people develop competency and committedness
Situational Leadership 2Learning Aims• Be able to name others’ development degrees and take the appropriate leading manner
Situational Leadership 3Training AllianceSLAC Leadership Competencies • Leading and Developing Others • Making Decisions Effectively • Building / Maintaining Relationships • Drive for Results
Situational Leadership 4Peoples Challenges• List
Situational Leadership 5Appraisal: What We LearnedSituational Leadership 6Style Diagnosis: Improvement GuidanceSituational Leadership 7Three Skills of a Situational Leader• Diagnosis—assessing development demands • Flexibility—using a assortment of leading manners comfortably • Partnering for Performance—reaching understandings with others about the leading manner they need
Situational Leadership 8Leadership• Leadership is an influence procedure • When you are a leader. you work with others to carry through their ends and the ends of the organisation
Situational Leadership 9Leadership Style• The form of behaviours you use with others. over clip. as perceived by them
• Is at that place a best leading manner?Situational Leadership 10Beliefs and Values about Peoples• Peoples can and desire to develop • Leadership is a partnership • People value engagement and communicating
Situational Leadership 11Diagnosis• The willingness and ability to look at a state of affairs and assess others’ development demands in order to make up one’s mind which leading manner is the most appropriate for the end or undertaking at manus
Situational Leadership 12Development Level• Competence • Commitment
Situational Leadership 13Competence: Can Make• Demonstrated goal- or task-specific cognition and accomplishments • Movable cognition and accomplishments • How would you cognize person has taskspecific cognition and accomplishments ( competency ) ? – page 17 – Leader’s Guide
Situational Leadership 14Diagnosis Questions1.

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What is the specific end or undertaking? 2. How strong or good are the individual’s demonstrated undertaking cognition and accomplishments on the end or undertaking? 3. How strong or good are the individual’s movable accomplishments? 4. How motivated.

interested. or enthusiastic is the person? 5. How confident or self-confident is the person?
Situational Leadership 15Committedness: Want to Make• Motivation • Confidence– How would you cognize person had committedness. motive or assurance? • page 18 – Leader’s Guide

Situational Leadership 16Quadrant: Employee plus TaskSituational Leadership 17Development Level 1• D1—Low competency and high committedness
Situational Leadership 18Development Level FormsD1– – – – – – – – – Hopeful Inexperienced Curious New/unskilled Optimistic Excited Eager Enthusiastic Don’t know what they don’t know Situational Leadership 19

The Needs of a D1• Acknowledgement of enthusiasm and movable accomplishments • Clear ends and functions • Priorities • Action plans • Information • Boundaries and bounds • Step-by-step program for larning • Direction about what and how • Frequent feedback on advancement • Concrete examples Situational Leadership 20
Development Level 2• D1—Low competency and high committedness • D2—Low to some competency and low committedness
Situational Leadership 21Development Level FormsD2– – – – – – – – – – Overwhelmed Confused Demotivated Demoralized Frustrated Disillusioned Discouraged Still larning Inconsistent public presentation Flashes of competency Situational Leadership 22

The Needs of a D2– – – – – – – – – – Involvement in clear uping ends and action programs Perspective that advancement is being made Assurance that it’s okay to do errors Explanations of why Opportunities to portion concerns and be heard Reassurance Advice Coaching to construct accomplishments Help in analysing successes and errors Praise for advancement Situational Leadership 23
Development Level 3• D1—Low competency and high committedness • D2—Low to some competency and lowcommittedness • D3—Moderate to high competency and variable committedness

Situational Leadership 24Development Level FormsD3 • Mostly autonomous and productive • Capable • Contributing • Self-critical • Cautious • Doubtful • Insecure • Tentative/unsure/hesitant • Bored/apathetic
Situational Leadership 25The Needs of a D3• A sounding board to prove thoughts • Good inquiries to construct autonomous job work outing accomplishments • Praise for high degrees of competency and public presentation • The chance to take the lead in end scene and action planning • Encouragement and support • Help in taking obstructions to end accomplishment • Help in looking at past successes and accomplishments objectively to construct assurance
Situational Leadership 26Development Level 4• D1—Low competency and high committedness • D2—Low to some competency and low committedness • D3—Moderate to high competency and variable committedness • D4—High competency and high committedness
Situational Leadership 27Development Level FormsD4 • Justifiably confident • Consistently competent • Inspired/inspires others • Expert • Autonomous • Self-assured • Accomplished • Self-reliant/self-directed • May be asked to take on excessively much
Situational Leadership 28The Needs of a D4• • • • • Trust Variety and dispute Autonomy Opportunities to learn and mentor others Acknowledged/to be valued for parts
Situational Leadership 29Flexibility• The ability to utilize a assortment of leading manners comfortably
Situational Leadership 30Directing Behavior• The extent to which a leader– Sets ends and clarifies outlooks – Tells and shows an single what to make. when. and how to make it – Closely supervises. proctors. and evaluates public presentation

Situational Leadership 31Directing Behavior• • • • • Structure Organize Teach Supervise Evaluate
Situational Leadership 32Supportive Behavior• The extent to which a leader– Engages in more bipartisan communicating – Listens and provides support and encouragement – Involves the other individual in determination devising – Encourages and facilitates autonomous job work outing

Situational Leadership 33Supportive Behavior• • • • • Ask for input Listen Facilitate job work outing Explain why Encourage
Situational Leadership 34The Four Leadership MannersSituational Leadership 35Leader Behavior• In all four manners.

the leader– Makes certain ends and outlooks are clear – Observes and proctors public presentation – Gives feedback

Situational Leadership 36The Situational Leadership ModelSituational Leadership 37A Leader Has Three Choices• Match • Over supervise • Under supervise– Consequences of over-supervising? Undersupervising?

Situational Leadership 38Case Studies• Page 27 Participant Workbook • Page 74 Leader Guide
Situational Leadership 39Style FlexibilitySituational Leadership 40Your Style is… .Situational Leadership 41Style EffectivenessSituational Leadership 42Areas to StrengthenSituational Leadership 43Diagnosing Development LevelSituational Leadership 44Drumhead• Match leading manner to employee demands • Develop competence and committedness so employee is more self-motivated – It’s a day-to-day occupation as people grow in little increases
Situational Leadership 45Bringing It On HomeName Frank Frank Maria Maria Tasks Install XYZ Train subs New study Emp Level D2 D4 D1 Current Style S3 S3 S4 S2 Try S2 S4 S1 S3
System proving D3Situational Leadership 46Idea HuntingFind Leadership Enlightenment Through the Wonderful World of Stanford Libraries Databases and E-Journals Situational Leadership– Situational Leaderships: Use the Model in your work – Situational Leadership-Adapt your manner to their development degree – Recognition and Situational Leadership II

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