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Situational Leadership ® Model Jessica Fields MBA 634: Quality Management – Winter 2007 Dr. Tom Foster Brigham Young University.

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Presentation on theme: "Situational Leadership ® Model Jessica Fields MBA 634: Quality Management – Winter 2007 Dr. Tom Foster Brigham Young University."— Presentation transcript:

1 Situational Leadership ® Model Jessica Fields MBA 634: Quality Management – Winter 2007 Dr. Tom Foster Brigham Young University

2 Agenda – Topics Covered Situational Leadership Model defined Brainstorming Exercise Explanation of Model (Nuts & Bolts) How Situation Leadership Model Works Real World Example Situational Leadership Exercise Summary Readings List

3 Situational Leadership ® Model (SLM) Developed by Hersey and Blanchard A model, not a theory Different situations and followers require different leadership styles No one leadership style is appropriate for all situations and effective leaders adjust their style to match the situation Use the model to determine the situation and then choose the corresponding leadership style

4 Brainstorming Exercise Could this tool be used in your firm? Think of the many different situations there are in your job and at your firm. List the different classifications of employees. What different types of management or leadership do they require? When have you notice managers applying different managerial styles?

5 SLM - Nuts & Bolts SLM focuses on the relationship between leaders and followers, as well as potential leaders and potential followers Maturity = the ability and willingness of people to take responsibility for directing their own behavior, in relation to the tasks performed No perfect leadership style for all situations; style must be adjusted to meet the development level of followers

6 SLM – Nuts & Bolts cont. 4 Leadership styles –S1: Telling –S2: Selling –S3: Participating –S4: Delegating 4 Levels of Maturity –M1: Low, Immature –M2: Low to Moderate –M3: Moderate to High –M4: High, Mature 4 Levels of Maturity of Followers HighLow Moderate M1 M2 M3M4 Telling Selling Participating Delegating

7 SLM – Nuts & Bolts cont. 4 Development Levels –D1: Low competence, High commitment –D2: Some competence, Low commitment –D3: High competence, Variable commitment –D4: High competence, High commitment Development Levels of Followers HighLow Moderate D1 D2 D3D4 S1: Tell S2:Sell S3: Participate S4: Delegate

8 Participating Q3 S3: High Relationship Low Task D3: Able but unwilling or insecure Selling Q2 S2: High Relationship High Task D2: Unable but willing or confident Delegating Q4 S4: Low Relationship Low Task D4: Able/competent & willing/confident Telling Q1 S1: Low Relationship High Task D1: Unable & unwilling or insecure Directive Behavior Supportive Behavior Mature Immature SLM – Nuts & Bolts cont.

9 How SLM Works Steps in SLM Process –Overview of employee’s tasks –Assess employee on each task –Decided on style for each task –Discuss with employee –Make a joint plan –Follow-up, check and adjust

10 How SLM Works Determine Your Leadership Style –LASI = Leadership Adaptability and Style Inventory –Look at 12 situations and identify responses –Calculate score and apply to quadrant matrix –Dominant leadership style –Supportive leadership style

11 SLM in the Real World Tool to train managers and leaders Has applications in business as well as in –Education –Nursing –Parenting –Military –Martial Arts Instruction

12 SLM in the Real World - Military All branches use SLM as basis for leadership –Army: used for training staff officers –Air Force: uses for training officers and noncommissioned officers Military has clear distinctions between superiors and subordinates Followers will become leaders

13 SLM in the Real World - Military Transactional Leadership –Long-term leadership style in Army units –S4-D4 match Directive or Delegation Leadership Crisis Leadership Empowerment of subordinates Developing subordinates

14 Exercise: Style Self-Assessment Write down your leadership style As a large group or class, make a list of situations Make a list of responses for each situation, making sure to assign one response for each leadership style Individually, determine responses for each person in each situation As a group, decide if you agree with each individual’s self-assessment Compare original self-assessment with results of exercise –Are there differences? –Were you surprised by the results?

15 Summary Effective leaders are flexible and adjust their style to meet situations and followers’ needs Responding to follower’s needs is the surest way to achieve effectiveness and success SLM applies not only to business situations but also to all interpersonal relationships As followers become more self-reliant and competent, leaders become more hands-off and delegate more decision-making responsibility

16 Summary Remember that leadership style is defined by the perceptions of others Leaders can perform self-assessments for determine not only the needs of their followers but also to determine their dominate leadership styles Base assessment of ability upon proven performance results; not on what think followers know or should know Inflexible leaders only use one leadership style and are ineffective in situations that require using any of the other three styles SLM has applications beyond managerial leadership training

17 Readings List Hersey, Paul and Blanchard, Kenneth. Management of Organizational Behavior: Utilizing Human Resources (Englewood Cliff, NJ: Prentice Hall, 1982). Blanchard, Kenneth. “Recognition and Situational Leadership II” Emergency Librarian. March/April 1997, Vol. 24 Issue 4, p.38. Situational Leadership®: Conversations with Paul Hersey. Schermerhorn, John R Jr. © 2001 Center for Leadership Studies, Inc Center for Leadership Studies: Ken Blanchard Companies: Situational Leadership. Yeakey, George W.. Military Review, Jan/Feb2002, Vol. 82 Issue 1, p72 Great Ideas Revisited. Blanchard, Kenneth H.; Hersey, Paul. Training & Development, Jan96, Vol. 50 Issue 1, p42 So You Want to Know Your Leadership Style? Henry, Paul; Blanchard, Kenneth H.. Training & Development Journal, Feb74, Vol. 28 Issue 2, p22

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