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Situational Leadership. Empowering People to Be Their Best!. Stages of Learning. Unconscious incompetence Conscious incompetence Conscious competence Unconscious competence. Response to Leadership. What factors influence how people respond to your leadership?
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Situational Leadership Empowering People to Be Their Best!
Stages of Learning • Unconscious incompetence • Conscious incompetence • Conscious competence • Unconscious competence
Response to Leadership • What factors influence how people respond to your leadership? • Why do some respond differently than others?
The Leader’s Role:A Catalyst for Performance • “To reach inside each employee and release his/her unique talents into performance.” • First, Break All the Rules
The Four Leadership Styles • Directing • Coaching • Supporting • Delegating • There is no best style! • There is only the best match to the person and the task.
Determining Development Level • Development is a combination of: • Competence Knowledge & Skills • Commitment Motivation & Confidence
Leadership Styles Combine Two Behaviours • Directive Behaviour: • How to do the task • Telling and showing • Providing frequent feedback • Key to developing competence • Supportive Behaviour: • Develops initiative, attitudes and feelings towards task • Praising, listening, encouraging, involving • Key to building commitment
Directive Behaviour • Setting goals and objectives • Planning and organizing work in advance • Identifying job priorities • Clarifying roles (leader and employee) • Establishing timelines • Determining methods of evaluation • Teaching the employee how to do a task • Closely supervising progress
Supportive Behaviours • Encouraging, reassuring, praising • Listening to problems (job and non-job related) • Involving the person in decision making • Explaining why • Encouraging self-reliant problem solving • Making info about the organization accessible • Disclosing information about self • Encouraging teamwork
Leadership Style & Development Level D3: Capable but Cautious Performer: Build commitment by incr. confidence in ability to go solo • D2: Disillusioned Learner: Need to build both competence andcommitment D1: Enthusiastic Beginner Need and want direction to get started. Create success asap. D4: Self-reliant Achiever Competence & commitment increase with full control/resp.
Self Awareness is Key • Self knowledge is a “must” to be a trusted leader: • Know how personal style and preferences work for or against you. • Find ways to use strengths and compensate for weaknesses.
The Leader Behavior Analysis LBA II • Style Flexibility • Primary Leadership Style • Secondary Leadership Style • Developing Leadership Style • Style Effectiveness • How do I Improve?
Style Flexibility • How well are you able to jump between different styles?
Primary Leadership Style • Where are you most comfortable as a leader?
Secondary Leadership Style • What is your back-up strategy?
Developing Leadership Style • What do you need to work on?
Style Effectiveness • Are you making the best leadership choices for each situation?
Exploring Style Effectiveness • Groups of 3-4 • Look at your 2 assigned scenarios from the LBAII • Look at the rating for each answer (P, F, G, or E) on the style effectiveness section. • Discuss why the answers are rated this way. • Do you agree or disagree? Explain. • Report back to the group.
How Do I Improve? • Partner with someone who has your weakest style as their strongest • Ask for coaching when handling situations that require your developing style • Ask your team to tell you what they would like from you (support or direction)
All Styles • Identify desired outcomes • Ensure goals are clear • Observe and monitor performance • Give feedback
Development & Regressive Cycles • Every new task goes through 4 sequential levels • Performance improvements prompt forward shifts in leadership style • Performance decreases prompt backwards shifts • Move one style at a time • Leave-alone-zap!
