1. Situational Leadership® II
Welcome
Situational Leadership® II
Teaching Others
Ken Blanchard • Patricia Zigarmi • Drea Zigarmi
© 2001 “The Ken Blanchard CompaniesTM”. Her hakkı saklıdır. Kopya edilemez.• Item #14363 • V San Diego / • London • Toronto /
YÖNETİM GELİŞTİRME MERKEZİ – “Blanchard International” Türkiye Çözüm Ortağı
Barbaros Bulvarı No: 50 Manolya Apt. D: Balmumcu – İstanbul
Tel: +90 (212) pbx Fax: +90 (212) -
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

2. The Purposes of Situational Leadership® II
Open up communication—increase the frequency and quality of conversations about performance and development between you and the people you work with
Help others develop competence and commitment
Teach others how to provide their own direction and support
Value and honor differences
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

3. The Core Competencies of a Situational Leader
Diagnosis
Identify characteristics and needs of four levels of development, determine needs for direction and support
Flexibility
The ability to use a variety of leadership styles comfortably
Partnering for Performance
Reaching agreements with people about their development level and the leadership style needed to help them achieve individual and organization goals.
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

4. Development Level Parameters
Competence
Commitment
Demonstrated knowl. & skills
Transferable knowl. & skills
Motivation related to the goal/task
Confidence related to the ability to perform the goal/task
“Development Level” is goal or task specific!
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

5. The Four Development LevelsG4
The Self-Reliant Achiever
High Competence
-  -
High
Commitment G3
The Capable, but Cautious, Performer
Moderate to high Competence
-  -
Variable Commitment G2
The Disillusioned Learner
Low to some Competence
-  -
Low Commitment G1
The Enthusiastic Beginner
Low Competence
-  -
High Commitment
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

6. Development Level Descriptors
Self-critical
Cautious
Doubtful
Capable
Contributing
Insecure
Tentative/unsure
Bored/apathetic D4
Justifiably confident
Consistently competent
Inspired/inspires others
Expert
Autonomous
Self-assured
Accomplished
Self-reliant/self-directed D2
Overwhelmed
Confused
Demotivated
Demoralized
Frustrated
Disillusioned
Discouraged
Flashes of competence D1
Hopeful
Inexperienced
Curious
New/unskilled
Optimistic
Excited
Eager
Enthusiastic
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

7. Diagnosis of Development Level
The Self-Reliant Achiever D3
The Capable, but Cautious, Performer D2
The Disillusioned Learner D1
The Enthusiastic Beginner
Recognized by others as an expert
Consistently competetnt; justifiably confident
Trusts own ability to work independently; self assured
Inspired; inspires others
Proactive; may be asked to do too much
Is generally self- directed but needs opportunities to test ideas with others
Sometimes hesitant, unsure tentative
Not always confident; self critical; may need help in looking at skills objectively
Makes productive contributions
Has some knowledge and skills; not competent yet
Frustrated; may be ready to quit
Discouraged, overhelmed, confused
Developing and learning; needs reassurance that mistakes are the part of the learning process
Unreliable, inconsistent
New to the task or goal; inexperienced
Eager to learn; willing to take direction
Enthusiastic, excited, optimistic
Don’t know what they don’t know, so they may do the wrong thingr
Confidence based on hopes and transferable skills, not reality
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

8. The Five Key Diagnosis Questions
1. What is the specific goal or task?
2. How strong or good are the individual’s demonstrated task knowledge and skills?
3. How strong or good are the individual’s transferable skills?
4. How motivated, interested, or enthusiastic is the individual?
5. How confident/self-assured is the individual?
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

9. Model for Diagnosing Development Level
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

10. Development Level is goal or task specific
Diagnosis of Development Level
Key Point
Development Level is goal or task specific
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

11. Basic Leadership Behaviors
Directive Behavior
Tell and show an individual what to do, when and how to do it; and give frequent feedback on the results
Supportive Behavior
Listen, facilitate, help self reliant problem solving, encourage, appraise and involve the individual in decision making
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

12. Four Leadership Styles
S3 Stil 3 – Supporting
Low Directive &
High Supportive
Behavior
S2 Stil 2 - Coaching
High Directive &
S4 Stil 4 - Delegating
Low Supportive
S1 Stil 1 - Directive
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

13. Style Descriptors S3 - Supporting S4 – Delegating S2 - Coaching
Asking/listening
Reassuring
Facilitating self-reliant problem solving
Collaborating
Encouraging feedback
Appreciating
S4 – Delegating
Allowing/trusting
Confirming
Empowering
Affirming
Acknowledging
Challenging
S2 - Coaching
Exploring/asking
Explaining/clarifying
Redirecting
Sharing feedback
Encouraging
Praising
S1 – Directing
Defining
Planning/prioritizing
Orienting
Teaching/showing and telling how
Checking/monitoring
Giving feedback
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

14. Four Leadership Styles
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

15. Common Leader Behaviors
In all four styles, the leader
Makes sure goals and expectations are clear
Observes and monitors performance
Gives feedback
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

16. The SLII® Model The goal is a Match S1  D1 S2  D2 S3  D3 S4  D4
Over time, with a match, individuals learn to provide their own direction and support
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

17. Decrease in Motivation
The SLII® Model
The goal is a
Match
Oversupervision
S1/S2  D3/D4
Undersupervision
S3/S4  D1/D2
Both oversupervision & undersupervision gives the same result:
Decrease in Motivation
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

18. Please click on the picture.
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

19. Partnering for Performance
Steps
Get agreement on the “SMART” goals
Get agreement on diagnosis of Development Level and needs regarding these goals
Get agreement on appropriate leadership style and behaviors for each goal
Get agreement on how and how often you will stay in touch
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702

20. We are here for your success!
© 2001 The Ken Blanchard Companies. Her hakkı saklıdır. Kopya edilemez.• V032702