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Purposes of Situational Leadership
1. Open up communication—increase the frequence and quality of conversations about public presentation and development between you your people 2. Aid people develop competency and committedness

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Learning Aims
• Be able to name others’ development degrees and take the appropriate leading manner

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Training Alliance
SLAC Leadership Competencies • Leading and Developing Others • Making Decisions Effectively • Building / Maintaining Relationships • Drive for Results

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Peoples Challenges
• List

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Appraisal: What We Learned

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Style Diagnosis: Improvement Guidance

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Three Skills of a Situational Leader
• Diagnosis—assessing development demands • Flexibility—using a assortment of leading manners comfortably • Partnering for Performance—reaching understandings with others about the leading manner they need

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Leadership
• Leadership is an influence procedure • When you are a leader. you work with others to carry through their ends and the ends of the organisation

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Leadership Style
• The form of behaviours you use with others. over clip. as perceived by them

• Is at that place a best leading manner?

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Beliefs and Values about Peoples
• Peoples can and desire to develop • Leadership is a partnership • People value engagement and communicating

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Diagnosis
• The willingness and ability to look at a state of affairs and assess others’ development demands in order to make up one’s mind which leading manner is the most appropriate for the end or undertaking at manus

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Development Level
• Competence • Commitment

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Competence: Can Make
• Demonstrated goal- or task-specific cognition and accomplishments • Movable cognition and accomplishments • How would you cognize person has taskspecific cognition and accomplishments ( competency ) ? – page 17 – Leader’s Guide

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Diagnosis Questions
1. What is the specific end or undertaking? 2. How strong or good are the individual’s demonstrated undertaking cognition and accomplishments on the end or undertaking? 3. How strong or good are the individual’s movable accomplishments? 4. How motivated. interested. or enthusiastic is the person? 5. How confident or self-confident is the person?

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Committedness: Want to Make
• Motivation • Confidence
– How would you cognize person had committedness. motive or assurance? • page 18 – Leader’s Guide

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Quadrant: Employee plus Task

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Development Level 1
• D1—Low competency and high committedness

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Development Level Forms
D1
– – – – – – – – – Hopeful Inexperienced Curious New/unskilled Optimistic Excited Eager Enthusiastic Don’t know what they don’t know Situational Leadership 19

The Needs of a D1
• Acknowledgement of enthusiasm and movable accomplishments • Clear ends and functions • Priorities • Action plans • Information • Boundaries and bounds • Step-by-step program for larning • Direction about what and how • Frequent feedback on advancement • Concrete examples Situational Leadership 20

Development Level 2
• D1—Low competency and high committedness • D2—Low to some competency and low committedness

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Development Level Forms
D2
– – – – – – – – – – Overwhelmed Confused Demotivated Demoralized Frustrated Disillusioned Discouraged Still larning Inconsistent public presentation Flashes of competency Situational Leadership 22

The Needs of a D2
– – – – – – – – – – Involvement in clear uping ends and action programs Perspective that advancement is being made Assurance that it’s okay to do errors Explanations of why Opportunities to portion concerns and be heard Reassurance Advice Coaching to construct accomplishments Help in analysing successes and errors Praise for advancement Situational Leadership 23

Development Level 3
• D1—Low competency and high committedness • D2—Low to some competency and low
committedness • D3—Moderate to high competency and variable committedness

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Development Level Forms
D3 • Mostly autonomous and productive • Capable • Contributing • Self-critical • Cautious • Doubtful • Insecure • Tentative/unsure/hesitant • Bored/apathetic

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The Needs of a D3
• A sounding board to prove thoughts • Good inquiries to construct autonomous job work outing accomplishments • Praise for high degrees of competency and public presentation • The chance to take the lead in end scene and action planning • Encouragement and support • Help in taking obstructions to end accomplishment • Help in looking at past successes and accomplishments objectively to construct assurance

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Development Level 4
• D1—Low competency and high committedness • D2—Low to some competency and low committedness • D3—Moderate to high competency and variable committedness • D4—High competency and high committedness

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Development Level Forms
D4 • Justifiably confident • Consistently competent • Inspired/inspires others • Expert • Autonomous • Self-assured • Accomplished • Self-reliant/self-directed • May be asked to take on excessively much

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The Needs of a D4
• • • • • Trust Variety and dispute Autonomy Opportunities to learn and mentor others Acknowledged/to be valued for parts

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Flexibility
• The ability to utilize a assortment of leading manners comfortably

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Directing Behavior
• The extent to which a leader
– Sets ends and clarifies outlooks – Tells and shows an single what to make. when. and how to make it – Closely supervises. proctors. and evaluates public presentation

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Directing Behavior
• • • • • Structure Organize Teach Supervise Evaluate

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Supportive Behavior
• The extent to which a leader
– Engages in more bipartisan communicating – Listens and provides support and encouragement – Involves the other individual in determination devising – Encourages and facilitates autonomous job work outing

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Supportive Behavior
• • • • • Ask for input Listen Facilitate job work outing Explain why Encourage

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The Four Leadership Manners

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Leader Behavior
• In all four manners. the leader
– Makes certain ends and outlooks are clear – Observes and proctors public presentation – Gives feedback

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The Situational Leadership Model

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A Leader Has Three Choices
• Match • Over supervise • Under supervise
– Consequences of over-supervising? Undersupervising?

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Case Studies
• Page 27 Participant Workbook • Page 74 Leader Guide

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Style Flexibility

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Your Style is… .

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Style Effectiveness

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Areas to Strengthen

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Diagnosing Development Level

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Drumhead
• Match leading manner to employee demands • Develop competence and committedness so employee is more self-motivated – It’s a day-to-day occupation as people grow in little increases

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Bringing It On Home
Name Frank Frank Maria Maria Tasks Install XYZ Train subs New study Emp Level D2 D4 D1 Current Style S3 S3 S4 S2 Try S2 S4 S1 S3

System proving D3

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Idea Hunting
Find Leadership Enlightenment Through the Wonderful World of Stanford Libraries Databases and E-Journals Situational Leadership
– Situational Leaderships: Use the Model in your work – Situational Leadership-Adapt your manner to their development degree – Recognition and Situational Leadership II

Idea Hunting? The SLAC Library staff can be your ushers. We’ll talk with you and walk with you through the antic databases and ejournals available through SearchWorks. The S. U. Libraries catalog. Reach us today. We’ll be happy to come by your office to give you an overview. [ electronic mail protected ]x2411

Look Smarter. Feel Smarter. Be Smarter: In 3 Pages or Less: 10 Minutess per Week The SLAC Research Library is a Stanford University Coordinate Library You The Leader in 47

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