OHT SL.OHT SL.11

OBJECTIVESOBJECTIVESThe participants will:The participants will:• Identify two basic leader behaviors.Identify two basic leader behaviors.• Identify four leadership styles.Identify four leadership styles.• Identify four development levels of followers.Identify four development levels of followers.• Describe the relationship between development level and Describe the relationship between development level and

leadership style.leadership style.• Demonstrate diagnostic skills for choosing an appropriate Demonstrate diagnostic skills for choosing an appropriate

leadership style for a given development level of a follower.leadership style for a given development level of a follower.• Identify how to provide direction and support to followers Identify how to provide direction and support to followers

and deal with difficulties encountered by followers.and deal with difficulties encountered by followers.

OHT SL.OHT SL.22

OVERVIEWOVERVIEW

• IntroductionIntroduction

• FlexibilityFlexibility

• DiagnosisDiagnosis

• Matching Your Leadership Style to the Matching Your Leadership Style to the Follower's Development LevelFollower's Development Level

• CommunicationCommunication

• Using Situational Leadership: A SummaryUsing Situational Leadership: A Summary

OHT SL.OHT SL.33

LEADERSHIP IS THE LEADERSHIP IS THE PROCESS OF PROCESS OF

INFLUENCING OTHERS INFLUENCING OTHERS TOWARD THE TOWARD THE

ACHIEVEMENT OF ACHIEVEMENT OF ORGANIZATIONAL GOALSORGANIZATIONAL GOALS

OHT SL.OHT SL.44

DYNAMIC AND EFFECTIVE DYNAMIC AND EFFECTIVE LEADERSHIPLEADERSHIP

OHT SL.OHT SL.55

DYNAMICDYNAMIC

Responsive to the changing needs Responsive to the changing needs of their followersof their followers

OHT SL.OHT SL.66

EFFECTIVEEFFECTIVE

Accomplishing organizational Accomplishing organizational goals through competent and goals through competent and committed followerscommitted followers

OHT SL.OHT SL.77

LEADERSHIP STYLELEADERSHIP STYLE

The way you superviseThe way you supervise

OHT SL.OHT SL.88

DYNAMIC AND EFFECTIVE DYNAMIC AND EFFECTIVE LEADERS VARY THEIR LEADERS VARY THEIR

LEADERSHIP STYLE LEADERSHIP STYLE ACCORDING TO THE ACCORDING TO THE SITUATION AND THE SITUATION AND THE

NEEDS OF THE FOLLOWERNEEDS OF THE FOLLOWER

OHT SL.OHT SL.99

SITUATIONAL LEADERSHIP SITUATIONAL LEADERSHIP SKILLSSKILLS

• FlexibilityFlexibility

• DiagnosisDiagnosis

• CommunicationCommunication

OHT SL.OHT SL.1010

FLEXIBILITYFLEXIBILITY

The ability to change your The ability to change your leadership style to fit the needs of leadership style to fit the needs of the followerthe follower

OHT SL.OHT SL.1111

FOUR LEADERSHIP FOUR LEADERSHIP STYLESSTYLES

• Directing (S-1)Directing (S-1)

• Coaching (S-2)Coaching (S-2)

• Supporting (S-3)Supporting (S-3)

• Delegating (S-4)Delegating (S-4)

OHT SL.OHT SL.1212

DIRECTIVE BEHAVIORDIRECTIVE BEHAVIOR

• One-way communicationOne-way communication

• Close supervisionClose supervision

• FeedbackFeedback

OHT SL.OHT SL.1313

DIRECTIVE BEHAVIOR DIRECTIVE BEHAVIOR (cont'd)(cont'd)

• StructureStructure

• ControlControl

• SuperviseSupervise

OHT SL.OHT SL.1414

SUPPORTIVE BEHAVIORSUPPORTIVE BEHAVIOR

• Two-way communicationTwo-way communication

• ListeningListening

• Explaining decisionsExplaining decisions

• Support, encouragement, and praiseSupport, encouragement, and praise

• Facilitating involvement in Facilitating involvement in decisionmakingdecisionmaking

OHT SL.OHT SL.1515

SUPPORTIVE BEHAVIORSUPPORTIVE BEHAVIOR

• ListenListen

• PraisePraise

• FacilitateFacilitate

OHT SL.OHT SL.1616

S1S1

DIRECTINGDIRECTINGHigh DirectionHigh DirectionLow SupportLow Support

DIRECTIVE BEHAVIORDIRECTIVE BEHAVIOR(Low)(Low)

SU

PP

OR

TIV

E B

EH

AV

IOR

SU

PP

OR

TIV

E B

EH

AV

IOR

(High(High)

(High)(High)

OHT SL.OHT SL.1717

DIRECTINGDIRECTINGHigh DirectionHigh DirectionLow SupportLow Support

DIRECTIVEDIRECTIVE BEHAVIORBEHAVIOR(Low)(Low)

SU

PP

OR

TIV

ES

UP

PO

RT

IVE

BE

HA

VIO

RB

EH

AV

IOR

(High(High)

(High)(High)

S1S1

S2S2

COACHINGCOACHINGHigh DirectionHigh Direction

High SupportHigh Support

OHT SL.OHT SL.1818

S1S1

DIRECTINGDIRECTINGHigh DirectionHigh DirectionLow SupportLow Support

DIRECTIVE BEHAVIORDIRECTIVE BEHAVIOR(Low)(Low)

SU

PP

OR

TIV

E B

EH

AV

IOR

SU

PP

OR

TIV

E B

EH

AV

IOR

(High(High)

(High)(High)

S2S2

COACHINGCOACHINGHigh DirectionHigh Direction

High SupportHigh Support

S3S3

SUPPORTINGSUPPORTINGLow DirectionLow DirectionHigh SupportHigh Support

OHT SL.OHT SL.1919

S1S1

DIRECTINGDIRECTINGHigh DirectionHigh DirectionLow SupportLow Support

DIRECTIVEDIRECTIVE BEHAVIORBEHAVIOR(Low)(Low)

SU

PP

OR

TIV

E B

EH

AV

IOR

SU

PP

OR

TIV

E B

EH

AV

IOR

(High(High)

(High)(High)

S2S2

COACHINGCOACHINGHigh DirectionHigh DirectionHigh SupportHigh Support

S3S3

SUPPORTINGSUPPORTINGLow DirectionLow DirectionHigh SupportHigh Support

S4S4

DELEGATINGDELEGATINGLow DirectionLow DirectionLow SupportLow Support

OHT SL.OHT SL.2020

FOUR STYLES DIFFER IN FOUR STYLES DIFFER IN TERMS OF:TERMS OF:

• Amount of directionAmount of direction

• Amount of supportAmount of support

OHT SL.OHT SL.2121

IN ALL FOUR STYLES THE IN ALL FOUR STYLES THE LEADER:LEADER:

• Sets goalsSets goals

• Observes performanceObserves performance

• Provides feedbackProvides feedback

• Remains accountableRemains accountable

OHT SL.OHT SL.2222

FOUR STYLES OF FOUR STYLES OF LEADERSHIPLEADERSHIP

SupportingSupportingnotnot

RescuingRescuing

CoachingCoachingnotnot

SmotheringSmotheringS-3S-3 S-2

DelegatingDelegatingnotnot

AbdicatingAbdicatingS-4S-4

DirectingDirectingnotnot

DictatingDictatingS-1S-1

OHT SL.OHT SL.2323

DIAGNOSISDIAGNOSIS

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

OHT SL.OHT SL.2424

DEVELOPMENT LEVELDEVELOPMENT LEVEL

A measure of an individual's A measure of an individual's degree of degree of competencecompetence and level of and level of commitmentcommitment to complete a specific to complete a specific task.task.

OHT SL.OHT SL.2525

COMPETENCECOMPETENCE

Knowledge and SkillsKnowledge and Skills

OHT SL.OHT SL.2626

COMMITMENTCOMMITMENT

Confidence and MotivationConfidence and Motivation

OHT SL.OHT SL.2727

FOUR DEVELOPMENT FOUR DEVELOPMENT LEVELSLEVELS

DEVELOPEDDEVELOPED DEVELOPINGDEVELOPING

D4D4 D3D3 D2D2 D1D1

HIGHHIGHCOMPETENCECOMPETENCE

HIGHHIGHCOMPETENCECOMPETENCE

HIGHHIGHCOMPETENCECOMPETENCE

HIGHHIGHCOMPETENCECOMPETENCE

VARIABLEVARIABLECOMMITMENTCOMMITMENT

SOMESOMECOMPETENCECOMPETENCE

LOWLOW COMMITMENTCOMMITMENT

LOWLOWCOMPETENCECOMPETENCE

OHT SL.OHT SL.2828

THE ENTHUSIASTIC THE ENTHUSIASTIC BEGINNER (D1)BEGINNER (D1)

• Lack of knowledge and skillsLack of knowledge and skills

• Excitement and/or confidenceExcitement and/or confidence

OHT SL.OHT SL.2929

THE DISILLUSIONED THE DISILLUSIONED LEARNER (D-2)LEARNER (D-2)

• Task proficiency increasingTask proficiency increasing

• Self-confidence decreasingSelf-confidence decreasing

OHT SL.OHT SL.3030

THE RELUCTANT THE RELUCTANT CONTRIBUTOR (D-3)CONTRIBUTOR (D-3)

• High competenceHigh competence

• Lacks self-confidence or Lacks self-confidence or motivationmotivation

OHT SL.OHT SL.3131

THE PEAK THE PEAK PERFORMER (D-4)PERFORMER (D-4)

• High competenceHigh competence

• Self-confident and self-Self-confident and self-motivatedmotivated

• Willing to take on additional Willing to take on additional responsibilityresponsibility

OHT SL.OHT SL.3232

THE FOUR LEADERSHIP STYLESTHE FOUR LEADERSHIP STYLES

S1S1

DIRECTINGDIRECTINGHigh DirectionHigh DirectionLow SupportLow Support

(Low)(Low)

SU

PP

OR

TIV

E B

EH

AV

IOR

SU

PP

OR

TIV

E B

EH

AV

IOR

(High(High)

S2S2

COACHINGCOACHINGHigh DirectionHigh DirectionHigh SupportHigh Support

S3S3

SUPPORTINSUPPORTINGGLow DirectionLow DirectionHigh SupportHigh Support

S4S4

DELEGATINGDELEGATINGLow DirectionLow DirectionLow SupportLow Support

(High)(High)DIRECTIVE BEHAVIORDIRECTIVE BEHAVIOR

HIGHHIGH MODERATEMODERATE LOWLOW

D4D4 D3D3 D2D2 D1D1

DEVELOPEDDEVELOPED DEVELOPINGDEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)DEVELOPMENT LEVEL OF FOLLOWER(S)

OHT SL.OHT SL.3333

DIRECTING (S-1)DIRECTING (S-1)

For individuals who:For individuals who:

• Lack competenceLack competence

• Need direction and supervision Need direction and supervision to get started and stay on trackto get started and stay on track

OHT SL.OHT SL.3434

COACHING (S-2)COACHING (S-2)

For individuals who:For individuals who:

• Have some competenceHave some competence

• Still need directionStill need direction

• Need positive reinforcementNeed positive reinforcement

• Need some involvement in Need some involvement in decisionmakingdecisionmaking

OHT SL.OHT SL.3535

SUPPORTING (S-3)SUPPORTING (S-3)

For individuals who:For individuals who:

• Have mastered the taskHave mastered the task

• Lack self-confidence or Lack self-confidence or motivationmotivation

OHT SL.OHT SL.3636

DELEGATING (S-4)DELEGATING (S-4)

For individuals who:For individuals who:

• Perform well without Perform well without supervisionsupervision

• Are self-confidentAre self-confident

• Are highly motivatedAre highly motivated

OHT SL.OHT SL.3737

KEY CONCEPTSKEY CONCEPTS

• Development level must be assessed Development level must be assessed with a specific task in mindwith a specific task in mind

• An individual's development level An individual's development level varies from task to taskvaries from task to task

• A decline in performance will A decline in performance will require the leader to move back to require the leader to move back to previous styleprevious style

OHT SL.OHT SL.3838

COMMUNICATIONCOMMUNICATION

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

OHT SL.OHT SL.3939

SITUATIONAL LEADERSHIPSITUATIONAL LEADERSHIP

Is not something you do Is not something you do to to people,people,

It is something you do It is something you do withwith people people

OHT SL.OHT SL.4040

SHARE YOUR KNOWLEDGE SHARE YOUR KNOWLEDGE OF SITUATIONAL OF SITUATIONAL

LEADERSHIPLEADERSHIP

OHT SL.OHT SL.4141

"SMART" TASK "SMART" TASK ASSIGNMENTSASSIGNMENTS

S = SpecificS = Specific

M = MeasurableM = Measurable

A = AttainableA = Attainable

R = RelevantR = Relevant

T = TrackableT = Trackable

OHT SL.OHT SL.4242

REACH AGREEMENT ON:REACH AGREEMENT ON:

• Follower's development levelFollower's development level

• Appropriate leadership styleAppropriate leadership style

OHT SL.OHT SL.4343

IDENTIFY PROBLEM IDENTIFY PROBLEM AREA(S)AREA(S)

• Competence problem?Competence problem?

• Commitment problem?Commitment problem?

OHT SL.OHT SL.4444

FOR COMPETENCE FOR COMPETENCE PROBLEMS PROVIDEPROBLEMS PROVIDE

• TrainingTraining

• Re-orientationRe-orientation

• ObservationObservation

• FeedbackFeedback

OHT SL.OHT SL.4545

FOR MOTIVATION FOR MOTIVATION PROBLEMS PROVIDE:PROBLEMS PROVIDE:

• Positive reinforcementPositive reinforcement

• Supportive listeningSupportive listening

• Better rewardsBetter rewards

• More serious consequencesMore serious consequences

OHT SL.OHT SL.4646

FOR CONFIDENCE FOR CONFIDENCE PROBLEMS PROVIDE:PROBLEMS PROVIDE:

• Reassurance and supportReassurance and support

• EncouragementEncouragement

• Positive feedbackPositive feedback

OHT SL.OHT SL.4747

USING SITUATIONAL USING SITUATIONAL LEADERSHIPLEADERSHIP

• Define the taskDefine the task

• Diagnose development levelDiagnose development level

• Match level with leadership styleMatch level with leadership style

• Deliver selected styleDeliver selected style

• Evaluate effectivenessEvaluate effectiveness

OHT SL.OHT SL.4848

"EVERYONE HAS PEAK "EVERYONE HAS PEAK PERFORMANCE PERFORMANCE

POTENTIAL. YOU JUST POTENTIAL. YOU JUST NEED TO KNOW WHERE NEED TO KNOW WHERE THEY'RE COMING FROM THEY'RE COMING FROM

AND MEET THEM THERE."AND MEET THEM THERE."

(Blanchard)(Blanchard)