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Situational Leadership
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Overview Task and relationship behaviors Leadership variables
Situational Leadership Model Case studies
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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
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Task and Relationship Behaviors
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Task Behavior Clearly telling people What to do How to do it
Involves: Clearly telling people What to do How to do it Where to do it When to do it Closely supervising performance
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Relationship Behavior
Involves: Listening to people Providing support and encouragement Facilitating involvement in problem solving and decision making
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Leadership Variables
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Leadership Variables Leader Follower Boss Associates/ Peers
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Leadership Variables Organization Job demands Time
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Interim Summary Task/Relationship behavior Leadership variables
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S3 S2 S4 S1 THE FOUR LEADERSHIP STYLES Participating Delegating
(High) R E L A T I O N S H P B V High Relationship/ Low Task Behavior High Task/ High Relationship Behavior THE FOUR LEADERSHIP STYLES Participating Selling S3 S2 S4 S1 Delegating Telling Low Relationship/ High Task/ Low Relationship Behavior Low Task Behavior (Low) TASK BEHAVIOR (High) PROGRESSION TOWARD PERFORMANCE READINESS FOLLOWERS R4 R3 R2 R1 (High) (Moderate) (Low)
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Individual Performance Readiness
Ability: Knowledge Skills Experience Willingness: Confidence, Commitment Motivation 19 19 19 19 19
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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 25 25 25 25 25
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Levels of Performance Readiness
Unable and Insecure, or Unwilling
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Levels of Performance Readiness
Unable – but Confident or Willing
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Levels of Performance Readiness
Able – but Insecure or Unwilling
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Levels of Performance Readiness
Able, Confident and Willing Ready to Achieve
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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 25 25 25 25 25
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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
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S3 S2 S4 S1 THE FOUR LEADERSHIP STYLES Participating Delegating
(High) R E L A T I O N S H P B V High Relationship/ Low Task Behavior High Task/ High Relationship Behavior THE FOUR LEADERSHIP STYLES Participating Selling S3 S2 S4 S1 Delegating Telling Low Relationship/ High Task/ Low Relationship Behavior Low Task Behavior (Low) TASK BEHAVIOR (High) PROGRESSION TOWARD PERFORMANCE READINESS FOLLOWERS R4 R3 R2 R1 (High) (Moderate) (Low)
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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 29 29 29 29 29
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S3 S2 S4 S1 THE FOUR LEADERSHIP STYLES Participating Delegating
(High) R E L A T I O N S H P B V High Relationship/ Low Task Behavior High Task/ High Relationship Behavior THE FOUR LEADERSHIP STYLES Participating Selling S3 S2 S4 S1 Delegating Telling Low Relationship/ High Task/ Low Relationship Behavior Low Task Behavior (Low) TASK BEHAVIOR (High) PROGRESSION TOWARD PERFORMANCE READINESS FOLLOWERS R4 R3 R2 R1 (High) (Moderate) (Low)
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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 21 31 31 31 31 31
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S3 S2 S4 S1 THE FOUR LEADERSHIP STYLES Participating Delegating
(High) R E L A T I O N S H P B V High Relationship/ Low Task Behavior High Task/ High Relationship Behavior THE FOUR LEADERSHIP STYLES Participating Selling S3 S2 S4 S1 Delegating Telling Low Relationship/ High Task/ Low Relationship Behavior Low Task Behavior (Low) TASK BEHAVIOR (High) PROGRESSION TOWARD PERFORMANCE READINESS FOLLOWERS R4 R3 R2 R1 (High) (Moderate) (Low)
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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 23 33 33 33 33 33
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S3 S2 S4 S1 THE FOUR LEADERSHIP STYLES Participating Delegating
(High) R E L A T I O N S H P B V High Relationship/ Low Task Behavior High Task/ High Relationship Behavior THE FOUR LEADERSHIP STYLES Participating Selling S3 S2 S4 S1 Delegating Telling Low Relationship/ High Task/ Low Relationship Behavior Low Task Behavior (Low) TASK BEHAVIOR (High) PROGRESSION TOWARD PERFORMANCE READINESS FOLLOWERS R4 R3 R2 R1 (High) (Moderate) (Low)
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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 35 35 35 35 35
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S3 S2 S4 S1 THE FOUR LEADERSHIP STYLES Participating Delegating
(High) R E L A T I O N S H P B V High Relationship/ Low Task Behavior High Task/ High Relationship Behavior THE FOUR LEADERSHIP STYLES Participating Selling S3 S2 S4 S1 Delegating Telling Low Relationship/ High Task/ Low Relationship Behavior Low Task Behavior (Low) TASK BEHAVIOR (High) PROGRESSION TOWARD PERFORMANCE READINESS FOLLOWERS R4 R3 R2 R1 (High) (Moderate) (Low)
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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?
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Leader Style – How to Act
Task Behaviors: Relationship Behaviors: Set Goals Give Support Organize Communicate Set Timelines Facilitate Direct Actively Listen Control Provide Feedback
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SUMMARY Task and Relationship Behaviors Leadership Variables
Situational Leadership Model Case Studies
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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.
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