situational leadership ii - ashe• flexibility—using a variety of leadership styles comfortably...
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Situational Leadership® II
© 2001 The Ken Blanchard Companies. All rights reserved.
Do not duplicate • V022803
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© 2001 The Ken Blanchard Companies.
All rights reserved. Do not duplicate •
V022803
Leadership
Leadership is an influence process.
It is working with people to
accomplish their goals and the
goals of the organization.
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• Diagnosis—assessing developmental needs
• Flexibility—using a variety of leadership styles
comfortably
• Partnering for Performance—reaching
agreements with others about the leadership
style they need
The Three Skills of a Situational Leader
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• Competence
• Commitment
Development Level
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The Four Development Levels
D1—The Enthusiastic Beginner
D2—The Disillusioned Learner
D3—The Capable, but Cautious, Performer
D4—The Self-Reliant Achiever
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Development Level
DescriptorsD3• Self-critical
• Cautious
• Doubtful
• Capable
• Contributing
• Insecure
• Tentative/unsure
• Bored/apathetic
D2• Overwhelmed
• Confused
• Demotivated
• Demoralized
• Frustrated
• Disillusioned
• Discouraged
• Flashes of competence
D1
• Hopeful
• Inexperienced
• Curious
• New/unskilled
• Optimistic
• Excited
• Eager
• Enthusiastic
D4
• Justifiably confident
• Consistently competent
• Inspired/inspires others
• Expert
• Autonomous
• Self-assured
• Accomplished
• Self-reliant/self-directed
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© 2001 The Ken Blanchard Companies.
All rights reserved. Do not duplicate •
V022803
Development Levels
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The Causes of Disillusionment
• The task is harder than I thought it was going to be
• No one appreciates my efforts
• I’m not getting the help I need to get better
• The more I learn, the more I realize I have to learn
• The task is boring
• There are conflicting goals and a lack of priorities
• I didn’t want this job in the first place
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V022803
Model for Diagnosing
Development Level
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Flexibility
The ability to use a variety of
leadership styles comfortably.
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Directive Behavior
The extent to which a leader
• Sets goals and clarifies expectations
• Tells and shows an individual what to do, when,
and how to do it
• Closely supervises, monitors, and evaluates
performance
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Supportive Behavior
The extent to which a leader
• Engages in more two-way communication
• Listens and provides support and encouragement
• Involves the other person in decision making
• Encourages and facilitates self-reliant
problem solving
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The Four Leadership Styles
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Style Descriptors
S3• Asking/listening
• Reassuring
• Facilitating self-reliant problem
solving
• Collaborating
• Encouraging feedback
• Appreciating
S2• Exploring/asking
• Explaining/clarifying
• Redirecting
• Sharing feedback
• Encouraging
• Praising
S1
• Defining
• Planning/prioritizing
• Orienting
• Teaching/showing and telling how
• Checking/monitoring
• Giving feedback
S4
• Allowing/trusting
• Confirming
• Empowering
• Affirming
• Acknowledging
• Challenging
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V022803
A Leader Has Three Choices
• Match
• Oversupervise
• Undersupervise
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V022803
Partnering for Performance
Reaching agreements with people
about their development level and
the leadership style needed to help
them achieve individual and
organization goals.
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© 2001 The Ken Blanchard Companies.
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V022803
The Steps in Partnering for Performance
1. Get agreement on goals.
2. Get agreement on diagnosis of development level.
3. Get agreement on leadership style (current and future).
4. Get agreement on leadership behaviors.
5. Decide how and how often you will stay in touch.
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© 2001 The Ken Blanchard Companies.
All rights reserved. Do not duplicate •
V022803
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© 2001 The Ken Blanchard Companies.
All rights reserved. Do not duplicate •
V022803
“The best executive is one who has sense
enough to pick good men to do what he
wants done and self-restraint enough to
keep from meddling with them while they
do it.”
--Theodore Roosevelt