1. Leaders Developing Leaders
Content based on Management of Organizational Behavior by Hershey, Blanchard and Johnson, but also derived from various leadership theories and models
Basically, we are going to talk about how to apply what we know about behavioral science to situational leadership.
Situational leadership refers to the interplay among:
amount of direction required
amount of social/emotional support
Readiness level
Rosa C. Hernandez
adapted from material by Garry Mc Daniel, Ed. D. of PeopleWorks. 2 2
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2. Overview What is leadership? What leaders know and do
Situational Leadership
Practice Situational Leadership
Self-assessment & action planning
Management is the process of working with and through individuals and groups and other resources (equipment, capital and technology) to accomplish organizational goals.
Leadership is broader in concept. It occurs when one person tries to influence the behavior of an individual or group, regardless of the reason. 3 3
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3. Leadership Competencies
Diagnosing—understanding the situation
Adapting – altering behavior and resources as needed for the situation
Communicating -- interacting in a way that is understandable and effective
Strategic Planning
Results Driven
Political Savvy
Team leadership
Financial Acumen
Communication Skills
Decision-making
Evaluating
Prioritizing

4. Four Functions of Leadership
Provide Direction
Get Results
Build For The
Future
Motivate

5. Provide
Direction
Get
Results
Motivate
Build for the
Future

6. Provide Direction
Get Results
Build For
The Future
Motivate
Values

7. Great leaders... Have the skills & knowledge of what needs to be done
& how to do it
Have the wisdom,
integrity & character
to apply skills &
knowledge in a
principled
manner

8. What Who Leaders DO Leaders ARE Healthy self-image Results driven
Visionary
Provides direction
Manages change
Fosters teamwork
Understands business
Strategic thinker
Motivates others
Customer focused
Healthy self-image
Continual learner
Fosters growth of others
Models integrity
Realistic, positive outlook
Challenges hypocrisy
Ethical & honest
Balanced
Fun
Who
Leaders ARE

9. Leader Behaviors Relationship Behavior Task Behavior
Extent to which a leader engages in interaction
Giving support
Communicating
Listening
Facilitating interaction
Providing Feedback
Leader
Behaviors
Task Behavior
Extent to which a leader engages in defining
roles, telling what, when, who, where, how
Goal setting
Organizing
Setting time lines
Directing, controlling

10. Readiness & Leader Behavior
R1 – Unable
& unwilling or insecure
R1- Provide specific instructions & closely
supervise
R2- Explain your decisions & provide
opportunity for clarification
R3- Share ideas & participate in decision-
making
R4- Turn over responsibility for decisions
& implementation
R2 – Unable
but willing or confident
R3 – Able but unwilling &
Insecure
R4 - Able
Willing &
Confident

11. Situational Leadership Model
(Low)
(High)
Providing Supportive Behavior
Relationship
Style 3
Share ideas &
facilitate in
decision-making
Participating
Hi Rel.
Lo Task
Delegating
Style 4
Turn over
responsibility
for decisions &
implementation
Lo Rel.
Providing Directive Behavior
Task
R4 - Able
Willing &
Confident
R3 – Able but
unwilling &
Insecure
R2 – Unable
but willing or
confident
R1 – Unable
& unwilling or
insecure
Telling
Style 1
Provide specific
instructions &
close
supervision
Hi Task
Selling
Style 2
Explain decisions
& provide
opportunities
for clarification
Selling
Hi Task
Hi Rel.
Hi Task
Lo Rel.
Telling
(High)

12. Situational Leadership: Case #1
Brad works at the Speedyville Municipal Court as a deputy court clerk. He is a good worker and gets along well with other employees and customers.
The court decides to install new computers and a new case management system. The transition from the old computers to the new computers will require that case data be transferred to the new system without interrupting court business. Additionally, all employees must be trained on the new system.
The new system is much faster and provides many new reports to help the court better manage the flow of cases. The reports provide monitoring information about various aspects of court procedures and standards and information about trends to assist in strategic planning.
Brad is enthusiastic about the new system and volunteers to analyze the reports. However, after the system is installed, he has difficulty understanding what to do with all of the information the system provides. As a result, he gives the court administrator wrong information, resulting in her providing the council with erroneous statistics.

13. Case study #1
Is Brad able or unable to do the job?
Is he confident & willing or unwilling & insecure?
What management style should have
been employed earlier?
What management style should be
employed now?

14. Situational Leadership: Case #2
Jenny is the Municipal Court administrator. Overall, she has a great group of employees that provide good service to their customers. Jenny feels that it is important that each employee be on time and prepared each day. Lately, one of her clerks, Mary, has begun to arrive to work minutes late several times a week. Through other office staff, Jenny hears that Mary has problems with an elderly parent who lives with her.
Unfortunately, the other staff begin to be resentful since they have to be on time every day. Jenny decides to let the problem just work itself out over time, but Mary continues to come in late a couple of times a week. Finally, Jenny has had enough, calls Mary into her office and really lets her have it. “Today is the last straw,” Jenny tells her. “If you are late again, that’s it!”

15. Case Study #2
How would you diagnose this case in terms of
the Situational Leadership Model?
What effect did Jenny’s ‘wait and see’ approach
have on Mary?
The other staff?
Jenny’s credibility as a manager?
What should she have done?
What can she do now?

16. Situational Leadership: Case #3
Sam has worked as a file clerk in the City of Happyville’s Municipal Court for the last two years. He does an excellent job and has a great reputation among other employees. The lawyers and other court staff he works with seem to think he is quick to respond to their needs, is accurate in his data entry and filing, and displays a ‘can-do’ attitude. His performance reviews reflect his success on the job.
Sam is interested in applying for a position as a senior file clerk that recently became available. Because he has done so well in his position as a junior file clerk, he is excited about the opportunity to move up. His new responsibilities would be familiar, although his role and scope of responsibilities would change.
You are considering Sam for this position. In his interview, Sam is clear that he wants the job and feels he could do it well.

17. Case Study #3
Is Sam able or unable to do his current job?
What management style should his supervisor
be utilizing with Sam now?
Is he confident and willing or unwilling and
insecure about the new position?
utilize with Sam if he were to be placed in the
Senior Clerk position?

18. Situational Leadership: Case #4
For the last five years, Don has worked in court administration. Because he is a long time, valued employee, he is assigned to implement a customer satisfaction program. In this role, Don is expected to identify several team members, administer a survey, tabulate the results, and then present the findings and recommendations for improvement.
Don is ambivalent about this task because he does not seem to understand why it is important for the Municipal Court. As a result, he does not pay much attention to the job. He does not identify a team or prepare new surveys, which must be mailed in three weeks.

19. Case Study #4
Does Don have the knowledge, skill & experience
for this task?
Is Don able or unable to do the job?
Is he confident and willing or unwilling & insecure?
What management style should have been
employed earlier?
What management style should be employed now?

20. PeopleWorks Survey of Leadership Competencies
PeopleWorks Survey of Leadership Competencies
Please enter an 'X' under the rating you believe best describes you as someone who:
Not At All 1  2
To Some Extent 3  4
To A Great Extent 5
Achieves desired outcomes 2
Provides quality products &/or services
Provides purpose & direction 4
Communicates a clear vision
Works with others to align vision with goals and strategy 6
Ensures individual & unit goals align with organizational strategy 7
Seeks out and supports needed change 8
Motivates others to understand the need for change 9
Works well with others to solve problems 10
Makes decisions & takes actions that leads to individual & group success 11
Understands how your work supports the organization's mission 12
Understands major factors for success in your industry or service 13
Considers a broad range of internal & external factors when making decisions 14
Can identify important strategies & prioritize unit & individual efforts accordingly 15
Creates a climate where people want to do their best 16
Is able to inspire & empower others to share ownership & responsibility for achieving individual & organizational goals 17
Is dedicated to meeting the needs of both internal & external customers 18
Establishes & maintains excellent relationships with customers in a way that builds trust and respect

21. PeopleWorks Survey of Leadership Competencies
PeopleWorks Survey of Leadership Competencies
Please enter an 'X' under the rating you believe best describes you as someone who:
Not At All
To Some Extent
To A Great Extent 1 2 3 4 5 19
Understands their own strengths, weaknesses & opportunities for growth 20
Seeks insight from mistakes & is open to feedback from others 21
Actively works to improve their own self-development 22
Always looking for ways to expand knowledge and understanding of themselves, others and the profession 23
Recognizes that the development of others contributes to both individual and organizational growth 24
Actively encourages others to pursue self-development that enhances their skills, knowledge and abilities 25
Knows the difference between what is right & wrong and is willing to take a stand for what is right 26
Is consistent between what they say and what they do 27
Acts on the belief that the world can always be a better place 28
Looks to the positive view of issues and challenges and can project productive alternatives instead of dwelling on the negative 29
Courageously confronts problems, inequities and takes action to resolve these issues 30
Willing to take a stand in the face of risk, adversity & ambiguity 31
Is able to laugh appropriately at themselves and others 32
Understands that fun and play are appropriate outlets for fostering creativity, reducing stress and building relationships 33
Maintains a balance between personal, social, physical, family & work life 34
Understands how to modify life processes to ensure that all aspects of ones well being are attended to 35
Is honest, direct and truthful to others 36
Acts in accordance with strong values even under adverse circumstances

22. Leadership Competencies
Results Driven- Achieves desired results with others. Focuses on providing useful products, services or advice. Pursues goals & measures the results.
Visionary- Has clear focus and direction & communicates a vision that inspires others to align & direct energy & resources to achieve that vision.
Provides Direction- Works well with others to align vision with the mission & goals. Ensures that individual unit objectives, roles & responsibilities support the larger vision & eliminates activities that are counterproductive.
Manages Change- Seeks out, initiates & supports needed change. Seeks opportunities for improvement & motivates others to understand the need for change, plans to implement & sustain productive change.
Fosters Teamwork- Coordinates with others to form teams that can solve problems, make decisions & take actions that lead to individual & unit success.
Understands the Business- Understands how the work of his/her unit supports & interrelates with the organization’s vision, mission, goals & strategy. Understands the industry or service, including factors for success, competition & expected future developments or trends.
Strategic Thinker- Considers a broad range of internal & external factors when making decisions & solving problems. Identifies important strategies & prioritizes unit & individual efforts accordingly.
Motivates Others- Creates a climate in which people want to do their best. Inspires, delegatess and empower others to share ownership and responsibility for achieving personal and organizational goals.
Customer Focused- Meets the expectations & requirements of internal &/or external customers. Establishes & maintains relationships with customers to build trust & respect.

23. Leadership Competencies
Healthy Self-Image- Understands personal strengths, weaknesses, opportunities & limits. Seeks insight from mistakes & is open to feedback.
Continual Learner- Committed to personal improvement & self-development. Understands that effective learning involves continual effort & looks for opportunities to expand knowledge & understanding of themselves, their interrelationships with others & their profession.
Fosters the Growth of Others- Recognizes that development of others contributes to individual & organizational growth. Encourages others to pursue developmental opportunities that challenge their current skills, knowledge & abilities.
Models Integrity- Ethical and willing to stand up for what is right. Consistent with words & action. Takes personal responsibility & champions an idea or position.
Realistic, Positive Outlook- Acts on the beliefs that the world can be a better place. Takes the positive view of issues & challenges & projects productive alternatives to various scenarios.
Challenges Hypocrisy- Courageously confronts problems, inequities & takes reasonable & forceful action to resolve them. Will take a stand in the face of risk, adversity & ambiguity.
Fun- Has a positive & constructive sense of humor. Able to laugh appropriately at self & others. Sees the playful, amusing and enjoyable aspects of life without being harmful or hurtful. Understands that fun & play are appropriate outlets for fostering creativity, reducing stress & building relationships.
Balanced- Maintains a balance between personal, spiritual, social, physical, family & work life so that one does not dominate. Modifies life processes to attend to all aspects of wellbeing.
Ethical, Honest- Honest, direct, truthful. Keeps confidences, admits mistakes & does not misrepresent the facts for personal gain. Acts in accordance with a strong sense of values & beliefs.

24. PeopleWorks Survey of Leadership Competencies
Scoring Guidelines – Add the rating you gave to each question below,
divide by two and enter the result.
1 ____ ____ = _______ /2 = _______ (Results Driven)
3 ____ ____ = _______ /2 = _______ (Visionary)
5 ____ ____ = _______ /2 = _______ (Provides Direction)
7 ____ ____ = _______ /2 = _______ (Manages Change)
9 ____ + 10____ = _______ /2 = _______ (Fosters Team Work)
11 ____ + 12____ = _______ /2 = _______ (Understands the Business)
13 ____ + 14____ = _______ /2 = _______ (Strategic Thinker)
15 ____ + 16____ = _______ /2 = _______ (Motivates Others)
17 ____ + 18____ = _______ /2 = _______ (Customer Focused)
19 ____ + 20____ = _______ /2 = _______ (Healthy Self Image)
21 ____ + 22____ = _______ /2 = _______ (Continual Learner)
23 ____ + 24____ = _______ /2 = _______ (Fosters the Growth of Others)
25 ____ + 26____ = _______ /2 = _______ (Models Integrity)
27____ + 28____ = _______ /2 = _______ (Realistic, Positive Outlook)
29 ____ + 30____ = _______ /2 = _______ (Challenges Hypocrisy)
31 ____ + 32____ = _______ /2 = _______ (Fun)
33 ____ + 34____ = _______ /2 = _______ (Balanced)
35 ____ + 36____ = _______ /2 = _______ (Ethical & Honest)

25. 5 4 3 2 1 PeopleWorks Survey of Leadership Competencies
Plotting Your Results
Plot the result for each competency on the appropriate diagonal spoke below with the innermost ring equal to 1
(Describes you not at all) and the outermost ring equal to 5 (Describes you to a great extent).
Results
Driven
Visionary
Provides
Direction
Manages
Change
Fosters
Teamwork
Understands
Business
Strategic
Thinker
Motivates
Others
Customer
Focused
Healthy
Self-Image
Continual
Learner
Foster Growth
Of Others
Models
Integrity
Realistic, Positive Outlook
Challenges
Hypocrisy
Fun
Balanced
Ethical & Honest 1 2 3 4 5

26. Sample 5 4 3 2 1 Results Driven Visionary Provide Direction Manage
Change
Foster
Teamwork
Understand
Business
Strategic
Thinker
Motivate
Others
Customer
Focused
Healthy
Self-Image
Continual
Learner
Foster Growth
Of Others
Develops
Individuality
Realistic, Posi-
tive Outlook
Challenge
Hypocrisy
Ethical &
honest
Balanced
Fun 5 4 3 2 1

27. The left side of the radar chart above represents the ‘hard’ competencies that leaders ‘do.’ How did you score on these competencies?
The right side of the chart above represents more of the ‘soft’ competencies that describe who leaders ‘are.” How did you score on these competencies?
What do you think the scores say about your leadership skills?
Of those on which you did not score yourself highly, which would provide you the greatest benefit if you were to develop?
Competency for Improvement: ____________________________________________________________________
Why would this competency be worth developing? ____________________________________________________________________
Action Plan: __________________________________________________________
Why would this competency be worth developing? ____________________________________________________________________

28. Summary Effective leaders
Have the skills & knowledge to do the job
Have the wisdom, integrity and character to apply their skills & knowledge in a principled manner
Situational leadership provides an effective operating framework for leaders
Leader
Behavior
Follower
Readiness

29. Rosa Campos Hernandez, J. D. , MPAff
Rosa Campos Hernandez, J.D., MPAff., is an innovative finance, legal, business and policy development professional with more than 17 years experience building consensus and collaborations among diverse groups of stakeholders, while effectively managing financial operations and building high performance teams. Rosa is president of Central Texas Utility Services LLC. She holds Law, Masters in Public Affairs, and Accounting degrees from the University of Texas at Austin.
Garry McDaniel, Ed. D., is a partner in PeopleWorks - Texas a firm working with for-profit, non-profit and government entities to improve organization performance and productivity.
Garry brings over 22 years experience as an executive developing leadership talent on a global basis. His skills include succession-planning, strategic planning, organization development, workforce and career planning, identification of leadership and management success factors, mentoring programs, web-based management tools, performance management, team-building and 360 feedback systems.