1 collaboration toolbox two concepts active listening situational leadership

1

Collaboration ToolboxTwo Concepts

Active Listening

Situational Leadership

2

Collaboration ToolboxActive Listening

Definition

Three processes involved in listening

ReceivingProcessing

Sending

Thinking and considering meaning

3


Barriers to Active Listening

Bias

Distractions

Misinterpretations

Attachment to our Opinions

Selective Hearing - Hearing only what you want to hear

Poor Communication Skills

4


Stages of Active Listening

Clarification

Ask questions to illuminate meaning

Paraphrasing

Rephrase content

Reflection

Rephrase speaker’s feelings

Summarization

Rephrase the entire message

5


Tips

If you are rehearsing what you are going to sayYou are not active listening

6


Exercise

1. Your team’s Oral Presenter to explain to the other team members what they know about your project Use Active Listening Techniques to listen to the description (5 minutes) i. Do not interrupt ii. Ask clarifying questions when you do not understand the meaning of what the speaker is saying 2. Team members should paraphrase i. Allow time for the person to be silent if appropriate ii. You do not have to jump right into the conversation iii. Your partner may be collecting his/her thoughts 3. The recorder will summarize the discussion (5 minutes) 4. I will be calling on people at random team members to summarize (5 minutes)

Choosing appropriate leadership style for individuals with different competencies

All information on slides created by: Paul Hersey, Ken Blanchard, and Seth Godin Copyright © 1979, 1998, 1993, 2001 by the Center for Leadership Studies, Inc. All rights reserved.

Collaboration ToolboxSituational Leadership

Definition

http://www.sayeconomy.com/sources/


Overview

Effective leaders will adapt their leadership style to the situation.Team Members also adapt their developmental style to fit the

situation

Leaders adapt style according to the team member’s needs

What is the current competency level for the specific task I am asking the team member to perform?


Concept

Situational Leadership

Ability Willingness

Knowledge of TaskIndividual’s or Team’s

Experience and Proficiency

ConfidenceCommitment Motivation

for Executing Assigned Task


Concept


Directing

High task focus, low relationship focus

Leaders Define Roles and Tasks for Team

Close Supervision of members Leader makes Decisions and Manages

For team members who lack competence, but are enthusiastic and committed and need direction and supervision to execute the task.


Coaching

High task focus, high relationship focus

Leaders still define roles and tasks Seeks ideas and suggestions from the team member.

For team members who have some competence but lack commitment, need support and praise to build their self-esteem, and involvement in decision-making to restore their commitment.


Supporting

Low task focus, high relationship focus

Leaders facilitate and take part in decisions Team member exerts some control over the task

For team members who have competence, but lack confidence or motivation and do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation.


Delegating

High Competency High Commitment

Leaders are involved in decisions and problem-solving Team member controls execution of task

For team members who have both competence and commitment and are able and willing to work on a project by themselves with little supervision or support.


Assessment of Leadership Styles 2015

Situational Leadership Questionnaire

4 answers per situation:

Most effectiveMore effectiveLess effectiveLeast effective

12%

35%

31%

23%

Styles chosen by students under all situations

most effective style

more effective style

less effective style

least effective style


Leadership Effectiveness Results 2015

Leadership Style Effectiveness Score Histogram

Score Bounds:Always choose the least effective style: 20Always choose the most effective style: 80

25 30 35 40 45 50 55 60 65 70 75 800

5

10

15

20

25

Score

Frequency


How the SL Model Relates to TKI

TKI is an indicator of how you naturally manage your conflictsWhile Situational Leadership is an indicator of how you naturally

manage your team

Understanding team dynamics

Conscious of own behavioral patterns

Adapt leadership style to meet team expectations and accomplish project goals

Leadership Style:

Most did not change style (3/5) when change occurred, shifted towards low-directive

Team Motivation:

A) Shift towards high commitment as competence increasedor

B) Shift towards low commitment, as enthusiasm diminished


Trends in changes of behavior 2013


Chocolate River Project

Designing a Bridge


Chocolate River Project Instructions

1. Time: 30 minutes

2. Each Team will be given the following materials1. Package of linguine2. Glue Gun for Team3. 7 Glue sticks4. Measure for the bridge, which is an 8.5” by 11”

paper


Chocolate River Project instructions

1. Team of 3 or 4 - All must participate2. First Rotation Team Leader is in charge and will assign tasks.3. Find a space to build your bridge4. Design your bridge5. Rules

a. Must span an 8.5” spanb. Build for strengthc. Must be free standing until demonstrationd. Cannot be taped to the floor, walls or other structures.

6. Implement


Chocolate River Project Objective

Prizes Will Be Awarded on the Basis of the

Strongest Bridge

Most Aesthetically Pleasing Bridge


Chocolate River Project Discussion

What did you observe?

1. How well did the team work together? 2. What do you think of your accomplishment?3. What role did each team member play doing the task?4. What skills did each member bring to the task?5. What leadership styles did the team leader use during the planning?6. What leadership styles did the team leader use during implementation?7. Did you effectively communicate with each other?

Teams do moderately well at adapting leadership style to team needs

Different situations require different leadership styles

Effective leaders account for team members’ levels of commitment and competence

Leadership style may alter across team members


Conclusions

Leaders choose a style that enhances members’ effectivenessTo Improve management assess team members’ ability and willingness

to implement the taskUse appropriate Situational Leadership style

DirectingCoaching

SupportingDelegating

Avoid conflicts through improved communication and negotiation


Suggestions for Improvements

1 collaboration toolbox two concepts active listening situational leadership

Documents

active listening slide

minutes slide

situation slide

random team members

leadership studies

appropriate leadership

entire message slide

specific task