©american management association. all rights reserved. blanchard 2238 12.10 welcome understanding...

©American Management Association. All rights reserved.©American Management Association. All rights reserved. Blanchard 2238 12.10

Welcome

Understanding and Appreciating Situational Leadership® II“The Art of Influencing Others”

©American Management Association. All rights reserved. VA 2

The Three Skills of a Situational Leader

1. Diagnosis—assessing development needs

2. Flexibility—using a variety of leadership styles comfortably

3. Partnering for Performance—reaching agreements with others about the leadership style they need


Leadership

Leadership is an influence process.

When you are a leader, you work with others to accomplish their goals and the goals of the

organization.


Leadership Style

The pattern of behaviors you usewith others, over time, as

perceived by them

There is no one best leadership style… It depends


Beliefs and Values about People

• People can and want to develop.

• Leadership is a partnership.

• People thrive on involvement and communication.


Diagnosis

The willingness and ability to look at a situation and assess the

developmental needs of employees inorder to decide which leadership style

is the most appropriate for the goal or task at hand


Development Level

• Competence

• Commitment


Competence (CAN do)

• Demonstrated goal- or task-specific knowledge and skills

• Transferable knowledge and skills

How would you know someone has competence?


Commitment (WANT to do)

• Motivation

• Confidence


Development Level 1


Development Level Descriptors (D1)

• Hopeful

• Inexperienced

• Curious

• New/unskilled

• Optimistic

• Excited

• Eager

• Enthusiastic

• Don’t know what they don’t know


The Needs of a D1

• Acknowledgement of enthusiasm and transferable skills

• Clear goals and roles

• Priorities

• Action plans

• Information

• Boundaries and limits

• Step-by-step plan for learning

• Direction about what and how

• Frequent feedback on progress

• Concrete examples


Development Level 2



• Overwhelmed

• Confused

• Demotivated

• Demoralized

• Frustrated

• Disillusioned

• Discouraged

• Still learning

• Inconsistent performance

• Flashes of competence


The Needs of a D2

• Involvement in clarifying goals and action plans

• Perspective that progress is being made

• Assurance that it’s okay to make mistakes

• Explanations of why

• Opportunities to share concerns and be heard

• Reassurance

• Advice

• Coaching to build skills

• Help in analyzing successes and mistakes

• Praise for progress


Development Level 3



• Mostly self-directed and productive

• Capable

• Contributing

• Self-critical

• Cautious

• Doubtful

• Insecure

• Tentative/unsure/hesitant

• Bored/apathetic


The Needs of a D3

• A sounding board to test ideas

• Good questions to build self-reliant problem-solving skills

• Praise for high levels of competence and performance

• The opportunity to take the lead in goal-setting and action planning

• Encouragement and support

• Help in removing obstacles to goal achievement

• Help in looking at past successes and skills objectively to build confidence


Development Level 4



• Justifiably confident

• Consistently competent

• Inspired/inspires others

• Expert

• Autonomous

• Self-assured

• Accomplished

• Self-reliant/self-directed

• May be asked to take on too much


The Needs of a D4

• Trust

• Variety

• Autonomy

• Opportunity to teach and mentor others

• Acknowledged/to be valued for contributions


Flexibility

The willingness and ability to use avariety of leadership styles

comfortably.


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


Directive Behavior

• Structure

• Organize

• Teach

• Supervise

• Evaluate


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


Supportive Behavior

• Ask for input

• Listen

• Facilitate problem-solving

• Explain why

• Encourage


The Four Leadership Styles


Leader Behavior

In all four styles, the leader

•Makes sure goals and expectations are clear

•Observes and monitors performance

•Gives feedback


A Leader Has Three Choices

1. Match

2. Oversupervise

3. Undersupervise


The Match—The SLII® Model


“Leader Decides”

“Let’s talk;Leader decides”

“D4 Decides”

“Let’s Talk;D3 Decides”

Decision Making Styles

©american management association. all rights reserved. blanchard 2238 12.10 welcome understanding...

Documents