2. 1 Situational Leadership

3. 2 Overview Task and relationship behaviorsTask and relationship behaviors Leadership variablesLeadership variables Situational Leadership ModelSituational Leadership Model Case study (optional)Case study (optional) ExerciseExercise

4. 3 SUCCESSFUL LEADERSHIP “The leader is one who mobilizes others toward a goal shared by leaders and followers.” — Gary Wills Certain Trumpets: The Call of Leaders “The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already.” — John Buchan “The leader is one who mobilizes others toward a goal shared by leaders and followers.” — Gary Wills Certain Trumpets: The Call of Leaders “The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already.” — John Buchan

5. 4 Task and Relationship Behaviors

6. 5 Involves: Clearly telling people -What to do -How to do it -Where to do it -When to do it Closely supervising performance Task Behavior

7. 6 Relationship Behavior Involves: Listening to people Providing support and encouragement Facilitating involvement in problem solving and decision making

8. 7 Leadership Variables

9. 8 Leader/ Follower Leadership Variables Boss Associates/ Peers

10. 9 Leadership Variables Organization Job demands Time

11. 10 Interim Summary Task/Relationship behavior Task/Relationship behavior Leadership variables Leadership variables

12. 11 S3 S1 S4 S2 Low Relationship/ Low Task Behavior High Task/ Low Relationship Behavior High Task/ High Relationship Behavior High Relationship/ Low Task Behavior PROGRESSION TOWARD PERFORMANCE READINESS (High)(Low)(Moderate) R4 R1 R2 R3 THE FOUR LEADERSHIP STYLES (High ) TASK BEHAVIOR(High)(Low) RELATIONSHIPBEHAVIORRELATIONSHIPBEHAVIOR FOLLOWERS

13. 12 Individual Performance Readiness Ability: Knowledge Skills Experience Willingness: Confidence, Commitment Motivation

14. 13 Levels of Performance Readiness R1: Unable and insecure, or unwilling R2: Unable, but confident or willing R3: Able, but insecure or unwilling R4: Able, confident and willing: ready to achieve

15. 14 Levels of Performance Readiness R1 Unable and Insecure, or Unwilling

16. 15 Levels of Performance Readiness R2 Unable – but Confident or Willing

17. 16 Levels of Performance Readiness R3 Able – but Insecure or Unwilling

18. 17 Levels of Performance Readiness R4 Able, Confident and Willing Ready to Achieve

19. 18 Performance Readiness R1 Unable - Insecure or Unwilling R2 Unable – but Confident R3 Able – but Insecure or Unwilling R4 Able and Confident, Willing and Ready to Achieve

20. 19 Performance Readiness Transition from R1/R2 to R3/R4: Transforms performance from leader-directed to self-directed Causes range of emotions Transition between each level: Challenges leader’s “timing” in employing confidence-building techniques Is Not Linear – leader may have to react to several performance levels simultaneously

21. 20 S3 S1 S4 S2 Low Relationship/ Low Task Behavior High Task/ Low Relationship Behavior High Task/ High Relationship Behavior High Relationship/ Low Task Behavior PROGRESSION TOWARD PERFORMANCE READINESS (High)(Low)(Moderate) R4 R1 R2 R3 THE FOUR LEADERSHIP STYLES (High ) TASK BEHAVIOR(High)(Low) RELATIONSHIPBEHAVIORRELATIONSHIPBEHAVIOR FOLLOWERS

22. 21 Telling High task, low relationship-oriented One-way communication Leader solves problems, makes all key decisions Leader directs, then guides roles of followers as they progress

23. 22 S3 S1 S4 S2 Low Relationship/ Low Task Behavior High Task/ Low Relationship Behavior High Task/ High Relationship Behavior High Relationship/ Low Task Behavior PROGRESSION TOWARD PERFORMANCE READINESS (High)(Low)(Moderate) R4 R1 R2 R3 THE FOUR LEADERSHIP STYLES (High ) TASK BEHAVIOR(High)(Low) RELATIONSHIPBEHAVIORRELATIONSHIPBEHAVIOR FOLLOWERS

24. 23 21 Selling High task, high relationship-oriented Two-way communications opened Leader hears followers’ suggestions, ideas and opinions Leader maintains control over decision making, but employs persuasion and explains actions

25. 24 S3 S1 S4 S2 Low Relationship/ Low Task Behavior High Task/ Low Relationship Behavior High Task/ High Relationship Behavior High Relationship/ Low Task Behavior PROGRESSION TOWARD PERFORMANCE READINESS (High)(Low)(Moderate) R4 R1 R2 R3 THE FOUR LEADERSHIP STYLES (High ) TASK BEHAVIOR(High)(Low) RELATIONSHIPBEHAVIORRELATIONSHIPBEHAVIOR FOLLOWERS

26. 25 23 Participating High relationship, low task behavior Focus of control shifts to follower Follower has ability and knowledge to do a task Leader actively listens – builds confidence

27. 26 S3 S1 S4 S2 Low Relationship/ Low Task Behavior High Task/ Low Relationship Behavior High Task/ High Relationship Behavior High Relationship/ Low Task Behavior PROGRESSION TOWARD PERFORMANCE READINESS (High)(Low)(Moderate) R4 R1 R2 R3 THE FOUR LEADERSHIP STYLES (High ) TASK BEHAVIOR(High)(Low) RELATIONSHIPBEHAVIORRELATIONSHIPBEHAVIOR FOLLOWERS

28. 27 Delegating Low task/low relationship style – Followers make key decisions, implement Leader: - Gets updates from followers - Offers resource support - Delegates tasks judiciously - Encourages risk-taking and independent thought

29. 28 S3 S1 S4 S2 Low Relationship/ Low Task Behavior High Task/ Low Relationship Behavior High Task/ High Relationship Behavior High Relationship/ Low Task Behavior PROGRESSION TOWARD PERFORMANCE READINESS (High)(Low)(Moderate) R4 R1 R2 R3 THE FOUR LEADERSHIP STYLES (High ) TASK BEHAVIOR(High)(Low) RELATIONSHIPBEHAVIORRELATIONSHIPBEHAVIOR FOLLOWERS

30. 29 Applying Proper Leadership Styles What do you want to accomplish? What is the group's performance level? What leadership action should you take? What is the result of your leader style? Do you need to follow up?

31. 30 Leader Style – How to Act Task Behaviors:Relationship Behaviors: Set Goals Give Support Organize Communicate Set Timelines Facilitate Direct Actively Listen Control Provide Feedback

32. 31 Summary Task and relationship behaviorsTask and relationship behaviors Leadership variablesLeadership variables Situational Leadership ModelSituational Leadership Model Case study (optional)Case study (optional) ExerciseExercise

33. 32 Situational Leadership Is: The interplay of direction, guidance, persuasion, explanation, problem solving, encouragement and delegation, along with flexibility in adjusting actions to maximize individual or unit performance readiness.