OBJECTIVES

1. OBJECTIVES The participants will: • Identify two basic leader behaviors. • Identify four leadership styles. • Identify four development levels of followers. • Describe the relationship between development level and leadership style. • Demonstrate diagnostic skills for choosing an appropriate leadership style for a given development level of a follower. • Identify how to provide direction and support to followers and deal with difficulties encountered by followers.

2. OVERVIEW • Introduction • Flexibility • Diagnosis • Matching Your Leadership Style to the Follower's Development Level • Communication • Using Situational Leadership: A Summary

3. LEADERSHIP IS THE PROCESS OF INFLUENCING OTHERS TOWARD THE ACHIEVEMENT OF ORGANIZATIONAL GOALS

4. DYNAMIC AND EFFECTIVE LEADERSHIP

5. DYNAMIC Responsive to the changing needs of their followers

6. EFFECTIVE Accomplishing organizational goals through competent and committed followers

7. LEADERSHIP STYLE The way you supervise

8. DYNAMIC AND EFFECTIVE LEADERS VARY THEIR LEADERSHIP STYLE ACCORDING TO THE SITUATION AND THE NEEDS OF THE FOLLOWER

9. SITUATIONAL LEADERSHIP SKILLS • Flexibility • Diagnosis • Communication

10. FLEXIBILITY The ability to change your leadership style to fit the needs of the follower

11. FOUR LEADERSHIP STYLES • Directing (S-1) • Coaching (S-2) • Supporting (S-3) • Delegating (S-4)

12. DIRECTIVE BEHAVIOR • One-way communication • Close supervision • Feedback

13. DIRECTIVE BEHAVIOR (cont'd) • Structure • Control • Supervise

14. SUPPORTIVE BEHAVIOR • Two-way communication • Listening • Explaining decisions • Support, encouragement, and praise • Facilitating involvement in decisionmaking

15. SUPPORTIVE BEHAVIOR • Listen • Praise • Facilitate

16. (High) SUPPORTIVE BEHAVIOR S1 DIRECTING High Direction Low Support (Low) (High) DIRECTIVE BEHAVIOR

17. S2 S1 (High) COACHING High Direction High Support SUPPORTIVEBEHAVIOR DIRECTING High Direction Low Support (Low) (High) DIRECTIVEBEHAVIOR

18. (High) SUPPORTING Low Direction High Support COACHING High Direction High Support S3 S2 SUPPORTIVE BEHAVIOR S1 DIRECTING High Direction Low Support (Low) (High) DIRECTIVE BEHAVIOR

19. (High) SUPPORTING Low Direction High Support COACHING High Direction High Support S3 S2 SUPPORTIVE BEHAVIOR S4 S1 DELEGATING Low Direction Low Support DIRECTING High Direction Low Support (Low) (High) DIRECTIVEBEHAVIOR

20. FOUR STYLES DIFFER IN TERMS OF: • Amount of direction • Amount of support

21. IN ALL FOUR STYLES THE LEADER: • Sets goals • Observes performance • Provides feedback • Remains accountable

22. FOUR STYLES OF LEADERSHIP Coaching not Smothering Supporting not Rescuing S-3 S-2 Delegating not Abdicating Directing not Dictating S-4 S-1

23. DIAGNOSIS The ability to accurately assess the needs of the follower.

24. DEVELOPMENT LEVEL A measure of an individual's degree of competence and level of commitment to complete a specific task.

25. COMPETENCE Knowledge and Skills

26. COMMITMENT Confidence and Motivation

27. FOUR DEVELOPMENT LEVELS HIGH COMPETENCE HIGH COMPETENCE SOME COMPETENCE LOW COMPETENCE HIGH COMPETENCE VARIABLE COMMITMENT LOW COMMITMENT HIGH COMPETENCE D3 D2 D4 D1 DEVELOPED DEVELOPING

28. THE ENTHUSIASTIC BEGINNER (D1) • Lack of knowledge and skills • Excitement and/or confidence

29. THE DISILLUSIONED LEARNER (D-2) • Task proficiency increasing • Self-confidence decreasing

30. THE RELUCTANT CONTRIBUTOR (D-3) • High competence • Lacks self-confidence or motivation

31. THE PEAK PERFORMER (D-4) • High competence • Self-confident and self-motivated • Willing to take on additional responsibility

32. THE FOUR LEADERSHIP STYLES (High) SUPPORTING Low Direction High Support COACHING High Direction High Support S3 S2 SUPPORTIVE BEHAVIOR S4 S1 DELEGATING Low Direction Low Support DIRECTING High Direction Low Support (Low) (High) DIRECTIVE BEHAVIOR HIGH MODERATE LOW D4 D3 D2 D1 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S)

33. DIRECTING (S-1) For individuals who: • Lack competence • Need direction and supervision to get started and stay on track

34. COACHING (S-2) For individuals who: • Have some competence • Still need direction • Need positive reinforcement • Need some involvement in decisionmaking

35. SUPPORTING (S-3) For individuals who: • Have mastered the task • Lack self-confidence or motivation

36. DELEGATING (S-4) For individuals who: • Perform well without supervision • Are self-confident • Are highly motivated

37. KEY CONCEPTS • Development level must be assessed with a specific task in mind • An individual's development level varies from task to task • A decline in performance will require the leader to move back to previous style

38. COMMUNICATION The ability to reach a mutual understanding with each follower regarding the leadership style which most effectively meets his/her needs

39. SITUATIONAL LEADERSHIP Is not something you do to people, It is something you do with people

40. SHARE YOUR KNOWLEDGE OF SITUATIONAL LEADERSHIP

41. "SMART" TASK ASSIGNMENTS S = Specific M = Measurable A = Attainable R = Relevant T = Trackable

42. REACH AGREEMENT ON: • Follower's development level • Appropriate leadership style

43. IDENTIFY PROBLEM AREA(S) • Competence problem? • Commitment problem?

44. FOR COMPETENCE PROBLEMS PROVIDE • Training • Re-orientation • Observation • Feedback

45. FOR MOTIVATION PROBLEMS PROVIDE: • Positive reinforcement • Supportive listening • Better rewards • More serious consequences

46. FOR CONFIDENCE PROBLEMS PROVIDE: • Reassurance and support • Encouragement • Positive feedback

47. USING SITUATIONAL LEADERSHIP • Define the task • Diagnose development level • Match level with leadership style • Deliver selected style • Evaluate effectiveness

48. "EVERYONE HAS PEAK PERFORMANCE POTENTIAL. YOU JUST NEED TO KNOW WHERE THEY'RE COMING FROM AND MEET THEM THERE." (Blanchard)