1. Examine The Situational Leadership Theory
SSI Noncommissioned Officer Academy Senior Leaders Course
Examine The Situational Leadership Theory

2. Concrete Experience
What do you see – an Old Woman or Young Lady?

3. Learning Objective ACTION: Examine the Situational Leadership Theory
CONDITIONS: Senior HR Leaders in a classroom environment working individually and as a member of a small group, using academically sound principles, practical exercises, case studies, personal experience, handouts, and discussion with an awareness of the Operational Environment (OE) variables and actors.
STANDARD: Analysis includes:
1. Hersey-Blanchard Situational Leadership Model.
2. Porters Relationship Awareness Theory.

4. Situational Leadership
What is it?

5. Situational Leadership
Development Aspects and Levels
Before you can choose the appropriate approach to leading / supervising someone, you need to know where they are and what they need based on:
Commitment (confidence and motivation)
Competence (knowledge of the task at
hand)
Leadership / Supervisory Styles
When it comes to supervising others across the spectrum of Developmental Stages (D1, D2, D3, D4), the Blanchard model identifies two key factors in terms of supervisory behaviors:
Directive
Supportive
Four Developmental Stages
D1: the “enthusiastic beginner” (low competence / high commitment)
D2: the “disillusioned learner” (low competence / low commitment)
D3: the “reluctant contributor” (high competence / low commitment)
D4: the “peak performer” (high competence / high commitment)
Four Leadership / Supervisory Styles
S1: Directing (high directive / low supportive)
S2: Coaching (high directive / high supportive)
S3: Supporting (low directive / high supportive)
S4: Delegating (low directive / low supportive)

6. The Three Steps of the Situational Leadership Model
Step 1: Identify the Most Important Tasks or Priorities
Step 2: Diagnose the Developmental Level of the Followers
Step 3: Decide the Matching Leadership Style
S1: Directing?
S2: Coaching?
S3: Supporting?
S4: Delegating?
Maturity Level
High
Moderate
Low M4 M3 M2 M1
Very capable and confident
Capable but unwilling
Unable and unwilling
Unable but insecure

7. Situational Leadership Considerations
Mission
Cultural and historical background
Situation
Adversary
People and Teams
Setting
ADP 6-22, Army Leadership

8. Situational Leadership
PRACTICAL EXERCISE #1
Situational Leadership is not something you do “TO” people but something you do “WITH” people.
Now that you’ve become familiar with the components of Situational Leadership, develop a plan to put into action in the near future. Consider one thing regarding leadership / supervision that you are going to:
1. Start
2. Stop
3. Continue
…..and how you are going to do it. You have 20 minutes. GO!

9. Porter's (1973) Relationship Awareness Theory
Four Premises of the Theory
Behavior is driven by motivation to achieve self-worth.
Our motivation changes during conflict.
Strengths, when overdone, or misapplied, can be perceived as weaknesses.
Our own personal filters influence perception.
There are three motivational patterns exhibited by team members.
Lion
Fox
St. Bernard
When participating in a team, every team member exhibits more or less of all three patterns, but how much?
It can help us strengthen our skills in:
Leadership
Communication
Building Relationships
Influence Management
Team Building
Conflict Management
Why is Relationship Awareness Theory Important?

10. Lion Assertive – Directing Style
The assertive-directing pattern, symbolized by a lion, is exhibited by individuals who
seek gratification through leading others. These individuals organize team resources,
and expect to benefit from team success.
Strengths --when overused becomes-- Weakness
Self-Confident ………………………….…………Arrogant
Enterprising……………………………….……… Opportunistic
Ambitious……………………………………….… Ruthless
Organizer…………………………………………..Controller
Persuasive…………………………………………Pressuring
Forceful…………………………………………….Dictatorial
Quick to Act…………………………………….… Rash
Imaginative…………………………………….…. Dreamer
Competitive…………………………………….… Combative
Risk-Taker………………………………………….Gambler

11. Fox Analytic – Autonomizing Style
The analytic-autonomizing pattern, symbolized by a fox, works towards logical order and meaning in action. These individuals focus on data collection and analysis. They expect to be paid for their work.
Strengths --when overused becomes--Weakness
Cautious …………………………………..…... Suspicious
Practical………………………………………… Unimaginative
Economical…………………………….…..….. Stingy
Methodical……………………………………… Rigid
Analytical……………………………….…..….. Nitpicking
Principled……………………………….…..…. Unbending
Orderly………………………………….…..….. Compulsive
Fair….…………………………………………… Unfeeling
Persevering………………………………...…. Stubborn

12. St. Bernard Altruistic-Nurturing Style
The altruistic-nurturing pattern, symbolized by a St. Bernard dog, helps others
with little interest in their own material advancement.
Strengths --when overused becomes-- Weakness
Trusting ……………………………………..…...Gullible
Optimistic…………………………………..…….Impractical
Loyal………………………………………..……..Slavish
Idealistic……………………………………..…...Wishful
Helpful………………………………………..…..Self-Denying
Modest………………………………………..…..Self-Effacing
Devoted……………………………………..……Self-Sacrificing
Caring………………………………………..……Smothering
Supportive………………………………….……Submissive
Accepting……………………………………..….Passive

13. Analytic-Autonomizing Altruistic-Nurturing
How Others See Us
Characteristic
Known As
Also Known As
Assertive-Directing
Winners, go-getters and fighters
Dictators, task masters and bullies
Analytic-Autonomizing
Thinkers, planners, organizers and analyzers
Nit-pickers, loners and analysis-paralysis sufferers
Altruistic-Nurturing
Friendly helpers, nice guys, and warm-hearted caretakers
Pushovers, bleeding hearts and doormats
One of the hardest tasks of leadership is understanding that you are not what you are, but what you’re perceived to be by others. Edward L. Flom

14. Learning Objective ACTION: Examine the Situational Leadership Theory
CONDITIONS: Senior HR Leaders in a classroom environment working individually and as a member of a small group, using academically sound principles, practical exercises, case studies, personal experience, handouts, and discussion with an awareness of the Operational Environment (OE) variables and actors.
STANDARD: Analysis includes:
1. Hersey-Blanchard Situational Leadership Model.
2. Porters Relationship Awareness Theory.

15. Practical Exercise #2