Post on 14-Dec-2015
S
Situational Leadership &
Teamwork
John RobertoLifelongFaith Associates
(jroberto@lifelongfaith.com)
Leadership for Adult Faith Formation
“The leader of the future isn’t a person. It is a team. It is a group of people gifted and called by God to lead. It is a community
drawn together by a sense of the possible within a congregation and committed to
making God’s kingdom just a bit more real in their time and place. This fact alone changes the notions of leadership that
pastors and congregations have operated under for years. It breaks down barriers between professional and lay leaders. It
refocuses our attention on gifts and call as being the basis for ministry.”
Leadership for Adult Faith Formation
“The focus on gifts and call leads us to a new humility about leadership. It
reminds us that no one has all the gifts, but all the gifts are present within the Body. This is why a leadership team is
essential for the future. When the challenges before us are great we need to take advantage of every gift God has
given. That is only possible if we approach the task of leadership as a
team.”
Leadership for Adult Faith Formation
“Someone will need to see his or her primary call as bringing together the group… That responsibility requires the eyes of Jesus to see the gifts in others and call them into
ministry… The team leader’s responsibility will be to gather those who are needed,
guide the development of a common vision for their work, and support and encourage
their efforts.”
(Jeffrey Jones, “Leading for the Future,” Congregations, Winter 2006)
Leadership for Adult Faith Formation
Part 1. Situational Leadership1. Leadership Behaviors:
Directive and Supportive2. Development Level of Team3. Four Leadership Styles
Leadership for Adult Faith Formation
Part 2. Facilitating Teams1. Role of a Facilitator2. Planning a Meeting3. Facilitating a Meeting4. Stages of Group Development5. Balancing Task and Relationship
Functions in Groups 6. Leading Effective Group Discussions 7. Decision-Making with Groups
Leading Teams
Leader Behaviors Directive Behavior is defined as:
The extent to which a leader engages in one-way communication; spells out the follower(s) role and tells the follower(s) what to do, where to do it, when to do it and how to do it; and then closely supervises performance. Three words can be used to define Directive Behavior: structure, control, and supervise.
Leading Teams
Leader Behaviors Supportive Behavior is defined as:
The extent to which a leader engages in two-way communication, listens, provides support and encouragement, facilitates interaction, and involves the follower(s) in decision-making. Three words can be used to define Supportive Behavior: praise, listen, and facilitate.
Leading Teams
Development Level D1 - Low Competence, High
Commitment “Enthusiastic Beginner” D2 - Some Competence, Low
Commitment “Disillusioned Learner” D3 - Moderate to High Competence,
Variable Commitment “Reluctant Contributor”
D4 - High Competence, High Commitment “Peak Performer”
S3
S1S4
S2
Low Supportive and Low DirectiveBehavior
High Directive and Low SupportiveBehavior
High Directive and High SupportiveBehavior
High Supportive and Low DirectiveBehavior
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED DEVELOPING
HIGH LOWMODERATE
D4 D1D2D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPPORTIVE BEHAVIOR
S3
S1S4
S2
Low Supportive and Low DirectiveBehavior
High Directive and Low SupportiveBehavior
High Directive and High SupportiveBehavior
High Supportive and Low DirectiveBehavior
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPPORTIVEBEHAVIOR
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED DEVELOPING
HIGH LOWMODERATE
D4 D1D2D3
Leading Teams
Directing High Directive, Low Supportive
Leader Defines Roles of Followers
Problem Solving and Decision Making Initiated by the Leader
One-way Communication
DEVELOPMENT LEVEL OF FOLLOWER(S)
S3
S1S4
S2
Low Supportive and Low DirectiveBehavior
High Directive and Low SupportiveBehavior
High Directive and High SupportiveBehavior
High Supportive and Low DirectiveBehavior
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPPORTIVEBEHAVIOR
DEVELOPED DEVELOPING
HIGH LOWMODERATE
D4 D1D2D3
Leading Teams
Coaching High Directive, High Supportive
Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions
Two-way Communication
Control Over Decision Making Remains with the Leader
S3
S1S4
S2
Low Supportive and Low DirectiveBehavior
High Directive and Low SupportiveBehavior
High Directive and High SupportiveBehavior
High Supportive and Low DirectiveBehavior
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPPORTIVEBEHAVIOR
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED DEVELOPING
HIGH LOWMODERATE
D4 D1D2D3
Leading Teams
Supporting High Supportive, Low Directive
Focus of Control Shifts to Follower
Leader Actively Listens
Follower Has Ability and Knowledge to Do the Task
S3
S1S4
S2
Low Supportive and Low DirectiveBehavior
High Directive and Low SupportiveBehavior
High Directive and High SupportiveBehavior
High Supportive and Low DirectiveBehavior
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED DEVELOPING
HIGH LOWMODERATE
D4 D1D2D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPPORTIVEBEHAVIOR
Leading Teams
Delegating Low Supportive, Low Directive
Leader Discusses Problems With Followers
Seeks Joint Agreement on Problem Definitions
Decision Making Is Handled by the Subordinate
They “Run Their Own Show”
S3
S1S4
S2
Low Supportive and Low DirectiveBehavior
High Directive and Low SupportiveBehavior
High Directive and High SupportiveBehavior
High Supportive and Low DirectiveBehavior
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED DEVELOPING
HIGH LOWMODERATE
D4 D1D2D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPPORTIVE BEHAVIOR
Leading Teams
The Leader’s Goal
Build your follower’s development level so you can start using less time-consuming styles (S3 and
S4) and still get high quality results.
Leading Teams
Increasing Performance Potential
1. Tell Them What You Want Them to Do.
2. Show Them What You Want Them to Do.
3. Observe Performance - Focus on the Positive.
4. Praise progress, or
5. Redirect.
Leading Teams
Why teams fail. . .
1. Lack of a defined purpose and a team approach to achieving it
2. Inability to decide the work for which they are interdependent and mutually accountable
3. Lack of mutual accountability
4. Lack of resources to do the job, including time
Leading Teams
5. Lack of effective leadership; lack of shared leadership
6. Lack of norms that foster creativity and excellence
7. Lack of planning
8. Lack of management support
9. Inability to deal with conflict
10. Lack of training on all levels on group skills
Leading Teams
7 Characteristics of High Performing Teams
1. Purpose and values2. Empowerment3. Relationships and communication4. Flexibility5. Optimal productivity6. Recognition and appreciation7. Morale
S3
S1S4
S2
Low Supportive and Low DirectiveBehavior
High Directive and Low SupportiveBehavior
High Directive and High SupportiveBehavior
High Supportive and Low DirectiveBehavior
DEVELOPED DEVELOPING
HIGH LOWMODERATE
D4 D1D2D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPPORTIVEBEHAVIOR
4. Production 3. Integration 2. Dissatisfaction 1. Orientation
Matching Leadership Style to Team Development Stages
Facilitation Core Practices
1. Stay neutral on content2. Listen actively3. Ask questions4. Paraphrase to clarify5. Synthesize ideas6. Stay on track7. Give and receive feedback8. Test assumptions
Facilitation Core Practices
9. Collect ideas10.Summarize clearly11.Label sidetracks12.Park it13.Use the spell-check button
Facilitating Groups
The Role of a Facilitator defining overall goal providing processes that help
members make high-quality decisions guiding group discussion to keep it on
track making accurate notes that reflect the
ideas of members making sure that assumptions are
surfaced and tested making decisions that take all
members’ opinions into account
Facilitating Groups
providing feedback to the group managing conflict using a collaborative
approach helping the group communicate
effectively creating an environment in which
members enjoy a positive, growing experience while they work to attain group goals
fostering leadership in others by sharing the responsibility for leading the group
Facilitating Groups
Planning a Meeting Objectives Timing Participants Agenda Physical Needs Room Arrangement Role Assignments Follow-up Methods
Facilitating Groups
Stages of Group Development
Forming: Gathering and Orientation
Storming: Making Connections
Norming: Establishing an Identity
Performing: Getting the Job Done
Facilitating Groups
Balancing Task and Relationship Functions in Groups
Relationship Behavior/Functions
Task Behavior/Functions
Developing Leadership
3 Components of a Leadership System
1. Inviting People into Leadership
2. Preparing and Training Leaders
3. Supporting Leaders
Developing Leadership
1. Inviting People into Leadership Identifying the leaders you need for
lifelong faith formation Developing job descriptions for each
leadership position Searching for persons with leadership
potential using parish-wide strategies and personal invitation
Placing people in leadership positions
Developing Leadership
Parish-Wide Strategies
Personal Invitation Strategies
Developing Leadership
Personal invitations Personal recommendations and invitations:
letter with brochure and interest finder, phone calls, personal meetings
Current leaders invite new leaders Different parish groups/ministries take
responsibility for aspects of the program Integrate leadership needs within an
annual parish-wide time and talent survey/stewardship Sunday.
Developing Leadership
Come and see opportunities Descriptions of leadership positions
(“want ads”) in parish newsletter or bulletin
An informational dinner for potential parish leaders with an information packet on the programming, presentations (visual), and invite them into leadership roles. Develop a “want ad” placemat to describe ways they can be involved as a leader.
Developing Leadership
2. Preparing and Training Leaders Provide a variety of ways to learn. Customize the training options to each
individual and the ways they learn best. Make explicit connections between
training and the work of the leader/facilitator.
Focus on just-in-time and in-context learning.
Build-in transfer of learning strategies.
Developing Leadership
1. Independent Learning
2. Apprenticeship Learning
3. Group Learning
4. Institutional Learning
5. Spiritual Formation
Leadership Development
3. Supporting Leaders Authorizing leaders to begin service Providing the information and
resources leaders need Gathering information and evaluating
the work of leaders Expressing and celebrating the support
of the church