situational leadership final
TRANSCRIPT
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Jasleen sethi 223
Bhakti Shah 224
Aniket Shah 225
Monil Shah 226
Piyush Shah 227
Arshad Sheikh - 228
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What is leadership??
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Hersey and Blanchards situationalleadership theory
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LEADERSHIP STYLES S1 Telling
S2
Selling
S3 Participating
S4 Delegating
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GRAPH OF SITUATIONAL LEADERSHIP
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Leadership style depends upon the person being led-thefollower
Leadership style depends on maturity levels of follower
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M1-Level Lacking the skills required for job
Less knowledge
Low confidence
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M2- level Followers might be willing to work on the task
Don't have the skills to do it successfully
Task or situation may be new to them
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M3- Level Experience and capable to do a task but low
confidence
Strong skills
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M4- Level Experience with the job and comfortable with
their own duty
High confidence and strong skills
Committed to the task
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Examples- New Employee New person joins a team
New Employee is at M1 stage
You have adopted S4 style i.e. delegating
Appropriate response should be S1 style
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Example- Colleague Handing over to a experienced colleague
Colleague is at M4 stage
You have adopted S1 style i.e. directing
Appropriate response should be S4 style
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Example :1
Course of action:
1. Make sure that you define the responsibilities of the team,
present an overview of the design process you are going to use,direct the work of the team in developing the new project, andclosely monitor progress in implementing the project.
2. Direct the work of the team in designing and implementing the
new project and encourage team members to work together byrecommending ideas, making decisions on the final design,and implementing the project.
3. Facilitate the work of the team by encouraging cooperation
and involvement of all team members as they design andimplement the new project.
4. Allow the team to design and implement the project on theirown with your support and with the resources that you have
given them.
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Example : 2
Course of Action :
1. Assign them the new responsibility, make sure they know what
to do, and supervise them closely.
2. Give them the new responsibility. Tell them that you are
pleased with their past performance and that you are sure they
will do well with this new responsibility. Facilitate the teams
meetings.
3. Make sure they know what you want them to do, but
incorporate any helpful suggestions they have.
4. Let them determine how to complete the new responsibility
and be available to support them and provide the information
and resources that will be needed.
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Illustration of situational leadershipwith reference of P.C. Luther ofturning around DVC
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The essence of the turnaround was in the fact that
Total revenues increased by a significant percentage in
the last three years, and
The net revenues continued a robust upward trend.
Lalu Prasad Yadav Turnaround of
Indian Railways.
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This is how it goes from positive to
negative Successor carries forward the initiatives of the predecessor.
Directly benefited the passenger segment Shatabdi.
Key staretegies adopted by IR: Downsizing
Outsourcing
Product Development
Rise in Demand
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Thank you