1. Leadership in Teams Teams can be of different readiness levels. A summary of some Ken Blanchard works on Management theories Uma Pochampalli

2. Situational Leadership S1 Directive Coercive Formative stages Low supportive High task behavior Telling R1 Unwilling Unskilled Complies to the rules with coercion and directives Needs direction Sanctions/ punishments

3. Uma Pochampalli Situational Leadership S2 High supportive High task Two way dialogues Selling Coaching Mentor role Persuasive R2 willing Unskilled Complies to the rules with willingness Needs direction Rewards for positive behavior Bargaining

4. Uma Pochampalli Situational Leadership S3 High supportive Low task Two way dialogues Participating Encouraging Not much guidance needed R3 willing skilled Complacency to the rules with insecurity Needs high support Low task behavior as the employee is past that stage

5. Uma Pochampalli Situational Leadership S4 Low supportive Low task Monitoring Available for clarification Delegating tasks Not much guidance necessary Overseeing R4 empowered Takes decision to some extent Performing stage Needs low support Low task behavior as the employee is past that stage

6. Uma Pochampalli Power bases The energy required to bring changes Coercive power adopts retribution as a method of control Substantiates S1 behavior for R1 level employees. Sanctions go with non compliance Sanctions can be from a scornful look to increasing order of difficulties

7. Uma Pochampalli Power bases Connection power is used in the phases R1 and R2 levels Connection power can change an unwilling employee into a willing employee, as the connection power is influencing based on the connection with sources Used when the followers want to escape retribution or when they want rewards for their efficiency

8. Uma Pochampalli Power bases Reward Power is used in selling behavior with high relation and high task Provides positive energy including cash and congratulations An employee from R2 level needs high support and high task behavior. When coaching behavior is used along with reward power, there is a positive reinforcement

9. Uma Pochampalli Power bases Legitimate power is power to change behavior owing to the fact that the leader is in a position either bureaucratically or due to the fact that the leader is in a position to lead the rest The power of the leader is legitimized by the time employee transits from coaching to participative level of leadership style. Involves high support and high to moderate task behavior

10. Uma Pochampalli Power bases Referent power is effective when a leader is role model providing charismatic influence on the followers When the R3 level employees need support to rekindle their interest in their work or to drive away any feelings of insecurity, leader with referent power can influence them to modify their apprehensions into achievements

11. Uma Pochampalli Power bases Informative power is the knowledge about the things that matter concerning the work or the employees at work Highly effective in motivating to high levels of readiness, R3 and R4 requiring a participative and delegating style of leadership Information power helps in having access to otherwise not attainable events

12. Uma Pochampalli Power bases Expert power is specialty the leader possesses in guiding, directing, coaching, participating and delegating of responsibilities. Follower of R4 readiness takes care of day-to- day routines quite easily. On special occasions that involve expertise they need to emulate the leader in his specialty

13. Uma Pochampalli Power bases Power bases as such enhance the leadership styles and support each of the situational leadership style in each situation Situational leadership uses appropriate power bases in training employees from readiness 1 to readiness 4 to increase the probability of success at each level of readiness

14. Uma Pochampalli Whale done Task level of training an employee has to begin from a very light task to continuously increasing the strength of the task Each step of advancement should be appreciated by gestures and rewards Any behavior we don’t want to recur shouldn’t be given much time

15. Uma Pochampalli Whale done Appreciation of positive aspects involves the leader to accept their mistakes and correct it Accentuate positive aspects by redirecting energy from using a negative energy Whale done philosophy lays stress on concentrating on redirection from a negative energy to a positive energy response

16. Uma Pochampalli High Five Team members need attention immaterial of their skills There is no small or big task for the team members Attention should be dissipated towards all the members in the team in developing a team spirit instead of concentrating on one specific team-mate

17. Uma Pochampalli High Five We need to develop trust among team members to taste success Achievement is a continuous process improving from one level to the next in a constant all round development We need to have trust in the team members involved in training

18. Uma Pochampalli Putting OMM to work ABCs of management: Activators: prelude to performance e.g: coaching, mentoring Behavior: readiness levels R1-R4 Consequences: responses from the related leadership styles

19. Uma Pochampalli OMM meets Monkey About the responsibilities people accept without realizing the time it may take and miss opportunities Managers implementing team techniques should develop balance in giving attention to details

20. Uma Pochampalli OMM meets Monkey Leadership progresses from being directive to coaching to participating to delegating of responsibilities, a transition of S1 to S4 levels of leadership styles in prioritizing Responsibilities of subordinates/ colleagues need discussing before accepting them or taking over the ownership of the monkeys

21. Uma Pochampalli OMM meets Monkey We should realize the ownership of the monkeys and limit our boundaries although a manager might be able to see the sequence of bringing up a monkey Manager needs to allocate the tackling of the monkeys to the owners, direct them, coach them.

22. Uma Pochampalli OMM meets Monkey Instead of taking over the responsibility of solving a problem situational leadership focuses on the readiness levels of guiding, explaining, encouraging and delegating depending on the situations Different strokes for different folks forms the basis of situational leadership, that can be used in addressing each of the problem an organization faces

23. Uma Pochampalli Gung Ho! The spirit that organizations can adopt to be full of enthusiasm and dedication towards work and empowerment of team with a responsibility The spirit of the squirrel, way of the beaver and gift of the goose form the crux of the parable in this book to turn on people of any organization

24. Uma Pochampalli Gung Ho! Peggy Sinclair adopts the method of Gung Ho! spirit from Andy Longclaw and introduces to Walton Works #2 and brings in a totally new organizational ethos into the atmosphere full of enthusiasm and appreciation, hardwork and empowerment

25. Uma Pochampalli Gung Ho! Spirit of the squirrel foresees the value and worthwhile work in every little detail of the organizational tasks Way of the beaver deals with the empowerment of each employee in view of the urgency a situation demands, it is nimbleness, attention to urgency and volunteering and taking up challenges

26. Uma Pochampalli Gung Ho! Work demanding the best of the employees Feeling of accomplishment Within the skill levels Challenging enough to expand boundaries of one’s abilities

27. Uma Pochampalli Gung Ho! The gift of the goose deals with the importance of appreciation in an organization Enthusiasm = mission * cash *congratulations Rewards are of two types, cash and congratulations Congratulations can be active or passive by empowering the team member and monitoring

28. Uma Pochampalli In summary Situational leadership forms the basis of management within an organization and leads an employee from a lower level of readiness to higher levels, as much as empowerment. Teams involve learning within organizations, in a gung ho spirit

29. Uma Pochampalli In summary Each member of a team is important for the success Teams undergo stages of development as they undergo training from one level of readiness into the next Progress is possible sometimes in small steps sometimes in spurs

30. Uma Pochampalli In summary In a learning organization where each member of the organization is involved in training and more training, the progress may be in small steps initially and may take a while before the results Once the momentum picks up the development will be in spurs as and how the involvement of the employees increases

31. Uma Pochampalli In summary Enthusiasm, worth while work, challenges stretching the skill level lead to learning organizations Teams can cross-train the members within the organization and the zeal of the members in organizations reflects the wellness of a company