1. Dr Catherine Hannaway Durham University 13th January 2012
SITUATIONAL LEADERSHIP

2. ………. all models are wrong, but some models are useful!!

3. Learning Objectives
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

4. The Three Skills of Situational Leadership
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

5. Diagnosis
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

6. Diagnosis
Competence (can do)
Commitment (want to do)

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

8. Commitment (Want to Do!)
Motivation
Confidence

9. Development Levels
D1—The Enthusiastic Beginner - Low competence and high commitment
D2— Disillusioned Learner - Low to some competence and low commitment
D3—Capable, but Cautious Performer - Moderate to high competence and variable commitment
D4—The Self-reliant Achiever - High competence and high commitment
D1—The Enthusiastic Beginner - Low competence and high commitment
Interested in and enthusiastic about the task or goal but lacks skills and experience. e
D2— The Disillusioned Learner - Low to some competence and low commitment. An individual who has developed some skills in relation to the goal or takl, but is often frustrated and de-motivated due to unmet expectations. The drop in commitment is natural, but it will pass more quickly with an appropriate leadership style
D3—Moderate to high competence and variable commitment
D4—High competence and high commitment

10. Development levels

11. Flexibility in Leadership Styles
The ability to use a variety of leadership styles comfortably

12. Directive Behaviour 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

13. Directive Behaviour
Structure
Organise
Teach
Supervise
Evaluate

14. Supportive Behaviour 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

15. Supportive Behaviour Ask for input Listen Facilitate problem solving
Explain why
Encourage

16. Leadership Behaviour In all four styles, the leader
Makes sure goals and expectations are clear
Observes and monitors performance
Gives feedback

17. A Leader Has Three Choices
Match
Over-supervise
Under-supervise

18. Reflection something I have learned something I am going to reflect on
something I am going to do as a result of this session