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© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V032702Welcome Situational Leadership ® II Situational Leadership ® II Teaching Others Ken Blanchard Patricia Zigarmi Drea Zigarmi © 2001 The Ken Blanchard Companies TM. Her hakkı saklıdır. Kopya edilemez. Item #14363 V San Diego / London Toronto / YÖNETİM GELİŞTİRME MERKEZİ – Blanchard International Türkiye Çözüm Ortağı Barbaros Bulvarı No: 50 Manolya Apt. D: Balmumcu – İstanbul Tel: +90 (212) pbx Fax: +90 (212)
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V The Purposes of Situational Leadership ® II 1.Open up communicationincrease the frequency and quality of conversations about performance and development between you and the people you work with 2.Help others develop competence and commitment 3.Teach others how to provide their own direction and support 4.Value and honor differences
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V The Core Competencies of a Situational Leader Diagnosis Identify characteristics and needs of four levels of development, determine needs for direction and support Flexibility The ability to use a variety of leadership styles comfortably Partnering for Performance Reaching agreements with people about their development level and the leadership style needed to help them achieve individual and organization goals.
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Development Level Parameters Competence Demonstrated knowl. & skills Transferable knowl. & skills Demonstrated knowl. & skills Transferable knowl. & skills Commitment Motivation related to the goal/task Confidence related to the ability to perform the goal/task Motivation related to the goal/task Confidence related to the ability to perform the goal/task Development Level is goal or task specific!
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V G4 The Self-Reliant Achiever High Competence - High Commitment The Four Development Levels G1 The Enthusiastic Beginner Low Competence - High Commitment G2 The Disillusioned Learner Low to some Competence - Low Commitment G3 The Capable, but Cautious, Performer Moderate to high Competence - Variable Commitment
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Development Level Descriptors D3 Self-critical Cautious Doubtful Capable Contributing Insecure Tentative/unsure Bored/apathetic D4 Justifiably confident Consistently competent Inspired/inspires others Expert Autonomous Self-assured Accomplished Self-reliant/self-directed D2 Overwhelmed Confused Demotivated Demoralized Frustrated Disillusioned Discouraged Flashes of competence D1 Hopeful Inexperienced Curious New/unskilled Optimistic Excited Eager Enthusiastic
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Diagnosis of Development Level D4 The Self-Reliant Achiever D3 The Capable, but Cautious, Performer D2 The Disillusioned Learner D1 The Enthusiastic Beginner Recognized by others as an expert Consistently competetnt; justifiably confident Trusts own ability to work independently; self assured Inspired; inspires others Proactive; may be asked to do too much Is generally self- directed but needs opportunities to test ideas with others Sometimes hesitant, unsure tentative Not always confident; self critical; may need help in looking at skills objectively Makes productive contributions Has some knowledge and skills; not competent yet Frustrated; may be ready to quit Discouraged, overhelmed, confused Developing and learning; needs reassurance that mistakes are the part of the learning process Unreliable, inconsistent New to the task or goal; inexperienced Eager to learn; willing to take direction Enthusiastic, excited, optimistic Dont know what they dont know, so they may do the wrong thingr Confidence based on hopes and transferable skills, not reality
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V The Five Key Diagnosis Questions 1.What is the specific goal or task? 2.How strong or good are the individuals demonstrated task knowledge and skills? 3.How strong or good are the individuals transferable skills? 4.How motivated, interested, or enthusiastic is the individual? 5.How confident/self-assured is the individual?
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Model for Diagnosing Development Level
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Key Point Development Level is goal or task specific Diagnosis of Development Level
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Basic Leadership Behaviors Directive Behavior Tell and show an individual what to do, when and how to do it; and give frequent feedback on the results Supportive Behavior Listen, facilitate, help self reliant problem solving, encourage, appraise and involve the individual in decision making
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Four Leadership Styles Four Leadership Styles S3 S3 S til 3 – Supporting Low Directive & High Supportive Behavior S2 S2 Stil 2 - Coaching High Directive & High Supportive Behavior S4 S4 S til 4 - Delegating Low Directive & Low Supportive Behavior S1 S1 S til 1 - Directive High Directive & Low Supportive Behavior
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Style Descriptors S3 - Supporting Asking/listening Reassuring Facilitating self-reliant problem solving Collaborating Encouraging feedback Appreciating S4 – Delegating Allowing/trusting Confirming Empowering Affirming Acknowledging Challenging S2 - Coaching Exploring/asking Explaining/clarifying Redirecting Sharing feedback Encouraging Praising S1 – Directing Defining Planning/prioritizing Orienting Teaching/showing and telling how Checking/monitoring Giving feedback
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Four Leadership Styles
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Common Leader Behaviors In all four styles, the leader Makes sure goals and expectations are clear Observes and monitors performance Gives feedback
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V The SLII ® Model The SLII ® Model The goal is a Match S1 D1 S2 D2 S3 D3 S4 D4 Over time, with a match, individuals learn to provide their own direction and support
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V The SLII ® Model The goal is a Match Oversupervision S1/S2 D3/D4 Undersupervision S3/S4 D1/D2 Both oversupervision & undersupervision gives the same result: Decrease in Motivation
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Please click on the picture.
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V Partnering for Performance Steps Get agreement on the SMART goals Get agreement on diagnosis of Development Level and needs regarding these goals Get agreement on appropriate leadership style and behaviors for each goal Get agreement on how and how often you will stay in touch
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez. V We are here for your success!
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