Purposes of Situational Leadership
1. 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 2

Learning Aims
• Be able to name others’ development degrees and take the appropriate leading manner

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Situational Leadership 3

Training Alliance
SLAC Leadership Competencies • Leading and Developing Others • Making Decisions Effectively • Building / Maintaining Relationships • Drive for Results

Situational Leadership 4

Peoples Challenges
• List

Situational Leadership 5

Appraisal: What We Learned

Situational Leadership 6

Style Diagnosis: Improvement Guidance

Situational Leadership 7

Three 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 8

• 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 9

Leadership 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 10

Beliefs and Values about Peoples
• Peoples can and desire to develop • Leadership is a partnership • People value engagement and communicating

Situational Leadership 11

• 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 12

Development Level
• Competence • Commitment

Situational Leadership 13

Competence: 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 14

Diagnosis Questions
1. 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 15

Committedness: Want to Make
• Motivation • Confidence
– How would you cognize person had committedness. motive or assurance? • page 18 – Leader’s Guide

Situational Leadership 16

Quadrant: Employee plus Task

Situational Leadership 17

Development Level 1
• D1—Low competency and high committedness

Situational Leadership 18

Development Level Forms
– – – – – – – – – 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 21

Development Level Forms
– – – – – – – – – – 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 low
committedness • D3—Moderate to high competency and variable committedness

Situational Leadership 24

Development Level Forms
D3 • Mostly autonomous and productive • Capable • Contributing • Self-critical • Cautious • Doubtful • Insecure • Tentative/unsure/hesitant • Bored/apathetic

Situational Leadership 25

The 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 26

Development 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 27

Development Level Forms
D4 • Justifiably confident • Consistently competent • Inspired/inspires others • Expert • Autonomous • Self-assured • Accomplished • Self-reliant/self-directed • May be asked to take on excessively much

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The Needs of a D4
• • • • • Trust Variety and dispute Autonomy Opportunities to learn and mentor others Acknowledged/to be valued for parts

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• The ability to utilize a assortment of leading manners comfortably

Situational Leadership 30

Directing 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 31

Directing Behavior
• • • • • Structure Organize Teach Supervise Evaluate

Situational Leadership 32

Supportive 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 33

Supportive Behavior
• • • • • Ask for input Listen Facilitate job work outing Explain why Encourage

Situational Leadership 34

The Four Leadership Manners

Situational Leadership 35

Leader Behavior
• In all four manners. the leader
– Makes certain ends and outlooks are clear – Observes and proctors public presentation – Gives feedback

Situational Leadership 36

The Situational Leadership Model

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A Leader Has Three Choices
• Match • Over supervise • Under supervise
– Consequences of over-supervising? Undersupervising?

Situational Leadership 38

Case Studies
• Page 27 Participant Workbook • Page 74 Leader Guide

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Style Flexibility

Situational Leadership 40

Your Style is… .

Situational Leadership 41

Style Effectiveness

Situational Leadership 42

Areas to Strengthen

Situational Leadership 43

Diagnosing Development Level

Situational Leadership 44

• 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 45

Bringing It On Home
Name 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 D3

Situational Leadership 46

Idea Hunting
Find 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

Idea Hunting? The SLAC Library staff can be your ushers. We’ll talk with you and walk with you through the antic databases and ejournals available through SearchWorks. The S. U. Libraries catalog. Reach us today. We’ll be happy to come by your office to give you an overview. [ electronic mail protected ]x2411

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