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Copyright © CRKInteractive 2009. All rights reserved. 1 Developing Your Agents Your Facilitator: Chapter 3
Copyright © CRKInteractive 2009. All rights reserved. 2 The key to developing people is to catch them doing something right. - Ken Blanchard and Spencer Johnson The One Minute Manager
Copyright © CRKInteractive 2009. All rights reserved. 3 Self-Reliant Level Independent Level Intermediate Level Dependent Level Four Development Levels
Copyright © CRKInteractive 2009. All rights reserved. 4 Delegating Removing Interference Supporting Coaching Directing Leadership / Management Style
Copyright © CRKInteractive 2009. All rights reserved. 5 (LOW) DIRECTIVE BEHAVIOR (HIGH) SUPPORTIVEBEHAVIORSUPPORTIVEBEHAVIOR (HIGH ) INDEPENDENT INTERMEDIATE DEPENDENTSELF-RELIANT High Competence Moderate Competence Variable Commitment Support, Remove Direct, Remove Interference & Interference, Coach Support & Coach High Competence Low Competence, High Commitment Delegate, Empower, Direct, Coach, Remove Interference Remove Interference, and Coach. and Support. Fully Developed Starting Development The Development Grid
By: Tanner Gibson. Born on May 6, 1939 in Orange, New Jersey Degrees: BA in government and philosophy MA in sociology and counseling PhD in education.
1. Situational Leadership Supportive Behaviour (Low) Directive Behaviour (High) High Supportive & Low Directive Behaviour S3 SUPPORTING High Directive.
Asia-KM Technologies1 WELCOME participants of NAC 2004.
Situational Leadership Overview Directive and Supportive Behavior Leadership Variables Situational Leadership II Model.
©2015 Public Impact OpportunityCulture.org 1 Multi-Classroom Leadership Situational Leadership To copy or adapt this material, see OpportunityCulture.org/terms-of-use.
Situational Leadership Dr. Edward A. Merritt California State University (Cal Poly Pomona) For more information:
Supervisor as Leader rev Define leadership. 2.Explain what is meant by dynamic and effective leadership. 3.Identify and describe a set of four.
Situational Leadership 6 th March 2013 Middlesbrough Leadership and Improvement Programme.
1 Collaboration Toolbox Two Concepts Situational Leadership.
Chapter 15 Dynamics of Leadership Hellriegel, Jackson, and Slocum MANAGEMENT: A Competency-Based Approach South-Western College Publishing Copyright ©
Copyright © 2005 by South-Western, a division of Thomson Learning All rights reserved 1 Chapter 15 Dynamics Of Leadership.
Dr Catherine Hannaway Durham University 13 th January 2012 SITUATIONAL LEADERSHIP.
Copyright © 2006 Pearson Addison-Wesley. All rights reserved. Chapter 18 Conclusion: Where We Stand.
Leadership Part 2 Situational Leadership. Copyright MSQAA Federation Chapter. Agenda Don’t Work Harder Work Smarter Different Strokes For Different.
Copyright © Ocean Consulting Group 2009 – All Rights Reserved Agenda Part 1: Leadership as a Journey Part 2: Discovery of your Authentic Self Part 3: The.
Dr Catherine Hannaway Durham University 14 th July 2011 SITUATIONAL LEADERSHIP.
Chapter 8 The Role of Technology in Growth. Copyright © 2005 Pearson Addison-Wesley. All rights reserved. 8-2.
Chapter 16 Resources and the Environment at the Global Level.
Chapter 6 Human Capital. Copyright © 2005 Pearson Addison-Wesley. All rights reserved. 6-2.
Chapter 2 Application Layer. Copyright © 2005 Pearson Addison-Wesley. All rights reserved. 2-2.
Microsoft ® PowerPoint Presentation to Accompany Organizational Behavior SEVENTH EDITION Gregory Moorhead and Ricky W. Griffin.
1 Social Intelligence “The ability to determine the requirement for leadership in a particular situation and select an appropriate response” Behavioural.
11 Leadership Styles Theory X assumes employees dislike work and attempt to avoid it Theory Y assumes employees view work as being natural and employees.
Situational Leadership Contingency Leadership Theory.
Presented by Scott Grosfield Information taken from the model by Ken Blanchard and Paul Hersey in Management of Organizational Behavior, ’96.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership Management Education Service What can hinder a 4-H program from reaching its full potential? Kim Reaman, 4-H Volunteer Development Specialist.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Management Styles. Autocratic: – Directing – Guiding Democratic: – Supporting – Delegating Different strokes for different folks.
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Leadership: Styles and Behaviors Chapter 14.
Chapter 3 Describing Syntax and Semantics. Copyright © 2007 Addison-Wesley. All rights reserved 3–2.
Chapter 1 The Facts to Be Explained. Copyright © 2005 Pearson Addison-Wesley. All rights reserved. 1-2.
Situational Leadership Empowering People to Be Their Best!
Chapter 1 Computer Networks and the Internet. Copyright © 2005 Pearson Addison-Wesley. All rights reserved. 1-2.
Situational Leadership ALL-STAFF RETREAT What is a Bright Spot? A Bright Spot is a positive deviation; a successful effort worth emulating. “These.
Chapter 3 Transport Layer. Copyright © 2005 Pearson Addison-Wesley. All rights reserved. 3-2.
Chapter 7 Multimedia Networking. Copyright © 2005 Pearson Addison-Wesley. All rights reserved. 7-2.
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or.
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-1 Chapter 7 Leadership.
The Heart of a Leader based on the book by Ken Blanchard presentation written by Michelle Spradley, CPS/CAP presented by Emily Garner, CAP-OM.
11 th October 2012 Karen Marsden Leadership in Pharmacy.
Chapter 13 Income Inequality. Copyright © 2005 Pearson Addison-Wesley. All rights reserved
Chapter 15 Geography, Climate, and Natural Resources.
To LEADERSHIP AND THE. Take a minute out of your day to look into the faces of the people you manage. Realize that they are your most important resources.
MANAGEMENT RICHARD L. DAFT. Leadership CHAPTER 16.
1 Copyright © 2010, Elsevier Inc. All rights Reserved Fig 4.1 Chapter 4.
WELCOMEWELCOME. what is leadership? “The ability to influence a group toward the achievement of goals” (Stephen P Robbins) “A social influence process.
1 Chapter 3 Contingency Approaches. 2 Chapter Objectives Understand how leadership is often contingent on people and situations. Apply Fiedlers contingency.
The One Minute Manager By: Kenneth Blanchard, Ph.D & Spencer Johnson, M.D. Presented by: Suzanne Davidson.
Situational Leadership Victoria Clayton. In a nutshell … Leadership theory developed by Paul Hersey and Ken Blanchard Effective leadership is task relevant.
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