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Dr Catherine Hannaway Durham University 14 th July 2011 SITUATIONAL LEADERSHIP.

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Presentation on theme: "Dr Catherine Hannaway Durham University 14 th July 2011 SITUATIONAL LEADERSHIP."— Presentation transcript:

1 Dr Catherine Hannaway Durham University 14 th July 2011 SITUATIONAL LEADERSHIP

2 Shape of the Session Your leadership challenges Your leadership style in meeting those challenges Situational leadership model Reflect on your leadership style How a situational leadership approach can help address your leadership challenges 7/13/2011

3 Be able to diagnose others’ development levels and choose the appropriate leadership style Understand why there is no best leadership or coaching style Learn to use a common language for coaching and developing others Understand the negative impact of over-supervision and under-supervision on performance and morale Learning Objectives 7/14/2011

4 Diagnosis—assessing development needs Flexibility—using a variety of leadership styles comfortably Partnering for Performance—reaching agreements with others about the leadership style they need The Three Skills of a Situational Leader 7/13/2011

5 The willingness and ability to look at a situation and assess others’ development needs in order to decide which leadership style is the most appropriate for the goal or task at hand: Competence Commitment Diagnosis 7/14/2011

6 Demonstrated goal- or task- specific knowledge and skills Transferable knowledge and skills How would you know someone has competence? Competence (Can Do!)

7 Motivation Confidence Commitment (Want to Do!)

8 D1 D1—Low competence and high commitment D2 D2—Low to some competence and low commitment D3 D3—Moderate to high competence and variable commitment D4 D4—High competence and high commitment (has mastered the goal or task and is motivated and confident – ‘a self- reliant achiever’). The 4 Levels of Development

9 The Needs of each development level?

10 The Needs of a D1 Acknowledgement of enthusiasm & transferable skills Clear goals and roles Priorities Action plans Information Boundaries and limits Step by step plan for learning Direction about what & how Frequent feedback on progress Concrete examples -Open to direction because they are excited and want to do well

11 Needs of a D2 Involvement in clarifying goals and action plans Perspective that progress is being made Assurance that it’s Ok to make mistakes Explanations of why Opportunities to share concerns and be heard Reassurance Advice Coaching to build skills Help in analysing successes and mistakes Praise for progress - still need direction

12 The Needs of a D3 A sounding board to test ideas Good questions to build self-reliant problem solving skills Praise for high levels of competence and performance The opportunity to take the lead in goal setting and action planning Encouragement and support Help in removing obstacles to goal achievement Help in looking at past successes and skills objectivity to build confidence -know how to do the task, but commitment is variable

13 The Needs of a D4 Trust Variety and challenge Autonomy Opportunities to teach and mentor others Acknowledged/to be valued for contributions - self directed/self motivated

14 The ability to use a variety of leadership styles comfortably Need to be able to use 2 kinds of leadership behavior: - Directive - Supportive The second skill of situational leadership - Flexibility 7/14/2011

15 The extent to which a leader Sets goals and clarifies expectations Tells and shows an individual what to do, when, and how to do it Closely supervises, monitors, and evaluates performance Directive Behaviour 7/14/2011

16 Structure Organise Teach Supervise Evaluate Directive Behaviour 7/14/2011

17 The extent to which a leader Engages in more two-way communication Listens and provides support and encouragement Involves the other person in decision making Encourages and facilitates self-reliant problem solving Supportive Behaviour 7/14/2011

18 Ask for input Listen Facilitate problem solving Explain why Encourage Supportive Behaviour 7/14/2011

19 4 Styles of Leadership – each a combination of Directive and supportive behaviour Style 1 – Directing - high directive/low support Style 2 – Coaching – high directive/high support Style 3 – Supporting – high supportive/low directive Style 4 – Delegating – low support and low direction

20 How frequent is the observation, monitoring & feedback in Styles 1&2 …. and styles 3&4? 7/14/2011

21 In all four styles, the leader Makes sure goals and expectations are clear Observes and monitors performance Gives feedback (including praise) Appropriate Leadership Behavior 7/14/2011

22 Match Over-supervise Under-supervise A Leader Has Three Choices 7/14/2011

23 something I have learned in this session something I am going to reflect on something I am going to do as a result of this session 7/14/2011

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