OHT SL.1OBJECTIVES The participants will: Identify two basic leader behaviors.Identify two basic...
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Transcript of OHT SL.1OBJECTIVES The participants will: Identify two basic leader behaviors.Identify two basic...
OHT SL.OHT SL.11
OBJECTIVESOBJECTIVESThe participants will:The participants will:• Identify two basic leader behaviors.Identify two basic leader behaviors.• Identify four leadership styles.Identify four leadership styles.• Identify four development levels of followers.Identify four development levels of followers.• Describe the relationship between development level and Describe the relationship between development level and
leadership style.leadership style.• Demonstrate diagnostic skills for choosing an appropriate Demonstrate diagnostic skills for choosing an appropriate
leadership style for a given development level of a follower.leadership style for a given development level of a follower.• Identify how to provide direction and support to followers Identify how to provide direction and support to followers
and deal with difficulties encountered by followers.and deal with difficulties encountered by followers.
OHT SL.OHT SL.22
OVERVIEWOVERVIEW
• IntroductionIntroduction
• FlexibilityFlexibility
• DiagnosisDiagnosis
• Matching Your Leadership Style to the Matching Your Leadership Style to the Follower's Development LevelFollower's Development Level
• CommunicationCommunication
• Using Situational Leadership: A SummaryUsing Situational Leadership: A Summary
OHT SL.OHT SL.33
LEADERSHIP IS THE LEADERSHIP IS THE PROCESS OF PROCESS OF
INFLUENCING OTHERS INFLUENCING OTHERS TOWARD THE TOWARD THE
ACHIEVEMENT OF ACHIEVEMENT OF ORGANIZATIONAL GOALSORGANIZATIONAL GOALS
OHT SL.OHT SL.55
DYNAMICDYNAMIC
Responsive to the changing needs Responsive to the changing needs of their followersof their followers
OHT SL.OHT SL.66
EFFECTIVEEFFECTIVE
Accomplishing organizational Accomplishing organizational goals through competent and goals through competent and committed followerscommitted followers
OHT SL.OHT SL.88
DYNAMIC AND EFFECTIVE DYNAMIC AND EFFECTIVE LEADERS VARY THEIR LEADERS VARY THEIR
LEADERSHIP STYLE LEADERSHIP STYLE ACCORDING TO THE ACCORDING TO THE SITUATION AND THE SITUATION AND THE
NEEDS OF THE FOLLOWERNEEDS OF THE FOLLOWER
OHT SL.OHT SL.99
SITUATIONAL LEADERSHIP SITUATIONAL LEADERSHIP SKILLSSKILLS
• FlexibilityFlexibility
• DiagnosisDiagnosis
• CommunicationCommunication
OHT SL.OHT SL.1010
FLEXIBILITYFLEXIBILITY
The ability to change your The ability to change your leadership style to fit the needs of leadership style to fit the needs of the followerthe follower
OHT SL.OHT SL.1111
FOUR LEADERSHIP FOUR LEADERSHIP STYLESSTYLES
• Directing (S-1)Directing (S-1)
• Coaching (S-2)Coaching (S-2)
• Supporting (S-3)Supporting (S-3)
• Delegating (S-4)Delegating (S-4)
OHT SL.OHT SL.1212
DIRECTIVE BEHAVIORDIRECTIVE BEHAVIOR
• One-way communicationOne-way communication
• Close supervisionClose supervision
• FeedbackFeedback
OHT SL.OHT SL.1313
DIRECTIVE BEHAVIOR DIRECTIVE BEHAVIOR (cont'd)(cont'd)
• StructureStructure
• ControlControl
• SuperviseSupervise
OHT SL.OHT SL.1414
SUPPORTIVE BEHAVIORSUPPORTIVE BEHAVIOR
• Two-way communicationTwo-way communication
• ListeningListening
• Explaining decisionsExplaining decisions
• Support, encouragement, and praiseSupport, encouragement, and praise
• Facilitating involvement in Facilitating involvement in decisionmakingdecisionmaking
OHT SL.OHT SL.1515
SUPPORTIVE BEHAVIORSUPPORTIVE BEHAVIOR
• ListenListen
• PraisePraise
• FacilitateFacilitate
OHT SL.OHT SL.1616
S1S1
DIRECTINGDIRECTINGHigh DirectionHigh DirectionLow SupportLow Support
DIRECTIVE BEHAVIORDIRECTIVE BEHAVIOR(Low)(Low)
SU
PP
OR
TIV
E B
EH
AV
IOR
SU
PP
OR
TIV
E B
EH
AV
IOR
(High(High)
(High)(High)
OHT SL.OHT SL.1717
DIRECTINGDIRECTINGHigh DirectionHigh DirectionLow SupportLow Support
DIRECTIVEDIRECTIVE BEHAVIORBEHAVIOR(Low)(Low)
SU
PP
OR
TIV
ES
UP
PO
RT
IVE
BE
HA
VIO
RB
EH
AV
IOR
(High(High)
(High)(High)
S1S1
S2S2
COACHINGCOACHINGHigh DirectionHigh Direction
High SupportHigh Support
OHT SL.OHT SL.1818
S1S1
DIRECTINGDIRECTINGHigh DirectionHigh DirectionLow SupportLow Support
DIRECTIVE BEHAVIORDIRECTIVE BEHAVIOR(Low)(Low)
SU
PP
OR
TIV
E B
EH
AV
IOR
SU
PP
OR
TIV
E B
EH
AV
IOR
(High(High)
(High)(High)
S2S2
COACHINGCOACHINGHigh DirectionHigh Direction
High SupportHigh Support
S3S3
SUPPORTINGSUPPORTINGLow DirectionLow DirectionHigh SupportHigh Support
OHT SL.OHT SL.1919
S1S1
DIRECTINGDIRECTINGHigh DirectionHigh DirectionLow SupportLow Support
DIRECTIVEDIRECTIVE BEHAVIORBEHAVIOR(Low)(Low)
SU
PP
OR
TIV
E B
EH
AV
IOR
SU
PP
OR
TIV
E B
EH
AV
IOR
(High(High)
(High)(High)
S2S2
COACHINGCOACHINGHigh DirectionHigh DirectionHigh SupportHigh Support
S3S3
SUPPORTINGSUPPORTINGLow DirectionLow DirectionHigh SupportHigh Support
S4S4
DELEGATINGDELEGATINGLow DirectionLow DirectionLow SupportLow Support
OHT SL.OHT SL.2020
FOUR STYLES DIFFER IN FOUR STYLES DIFFER IN TERMS OF:TERMS OF:
• Amount of directionAmount of direction
• Amount of supportAmount of support
OHT SL.OHT SL.2121
IN ALL FOUR STYLES THE IN ALL FOUR STYLES THE LEADER:LEADER:
• Sets goalsSets goals
• Observes performanceObserves performance
• Provides feedbackProvides feedback
• Remains accountableRemains accountable
OHT SL.OHT SL.2222
FOUR STYLES OF FOUR STYLES OF LEADERSHIPLEADERSHIP
SupportingSupportingnotnot
RescuingRescuing
CoachingCoachingnotnot
SmotheringSmotheringS-3S-3 S-2
DelegatingDelegatingnotnot
AbdicatingAbdicatingS-4S-4
DirectingDirectingnotnot
DictatingDictatingS-1S-1
OHT SL.OHT SL.2323
DIAGNOSISDIAGNOSIS
The ability to accurately assess the The ability to accurately assess the needs of the follower.needs of the follower.
OHT SL.OHT SL.2424
DEVELOPMENT LEVELDEVELOPMENT LEVEL
A measure of an individual's A measure of an individual's degree of degree of competencecompetence and level of and level of commitmentcommitment to complete a specific to complete a specific task.task.
OHT SL.OHT SL.2727
FOUR DEVELOPMENT FOUR DEVELOPMENT LEVELSLEVELS
DEVELOPEDDEVELOPED DEVELOPINGDEVELOPING
D4D4 D3D3 D2D2 D1D1
HIGHHIGHCOMPETENCECOMPETENCE
HIGHHIGHCOMPETENCECOMPETENCE
HIGHHIGHCOMPETENCECOMPETENCE
HIGHHIGHCOMPETENCECOMPETENCE
VARIABLEVARIABLECOMMITMENTCOMMITMENT
SOMESOMECOMPETENCECOMPETENCE
LOWLOW COMMITMENTCOMMITMENT
LOWLOWCOMPETENCECOMPETENCE
OHT SL.OHT SL.2828
THE ENTHUSIASTIC THE ENTHUSIASTIC BEGINNER (D1)BEGINNER (D1)
• Lack of knowledge and skillsLack of knowledge and skills
• Excitement and/or confidenceExcitement and/or confidence
OHT SL.OHT SL.2929
THE DISILLUSIONED THE DISILLUSIONED LEARNER (D-2)LEARNER (D-2)
• Task proficiency increasingTask proficiency increasing
• Self-confidence decreasingSelf-confidence decreasing
OHT SL.OHT SL.3030
THE RELUCTANT THE RELUCTANT CONTRIBUTOR (D-3)CONTRIBUTOR (D-3)
• High competenceHigh competence
• Lacks self-confidence or Lacks self-confidence or motivationmotivation
OHT SL.OHT SL.3131
THE PEAK THE PEAK PERFORMER (D-4)PERFORMER (D-4)
• High competenceHigh competence
• Self-confident and self-Self-confident and self-motivatedmotivated
• Willing to take on additional Willing to take on additional responsibilityresponsibility
OHT SL.OHT SL.3232
THE FOUR LEADERSHIP STYLESTHE FOUR LEADERSHIP STYLES
S1S1
DIRECTINGDIRECTINGHigh DirectionHigh DirectionLow SupportLow Support
(Low)(Low)
SU
PP
OR
TIV
E B
EH
AV
IOR
SU
PP
OR
TIV
E B
EH
AV
IOR
(High(High)
S2S2
COACHINGCOACHINGHigh DirectionHigh DirectionHigh SupportHigh Support
S3S3
SUPPORTINSUPPORTINGGLow DirectionLow DirectionHigh SupportHigh Support
S4S4
DELEGATINGDELEGATINGLow DirectionLow DirectionLow SupportLow Support
(High)(High)DIRECTIVE BEHAVIORDIRECTIVE BEHAVIOR
HIGHHIGH MODERATEMODERATE LOWLOW
D4D4 D3D3 D2D2 D1D1
DEVELOPEDDEVELOPED DEVELOPINGDEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)DEVELOPMENT LEVEL OF FOLLOWER(S)
OHT SL.OHT SL.3333
DIRECTING (S-1)DIRECTING (S-1)
For individuals who:For individuals who:
• Lack competenceLack competence
• Need direction and supervision Need direction and supervision to get started and stay on trackto get started and stay on track
OHT SL.OHT SL.3434
COACHING (S-2)COACHING (S-2)
For individuals who:For individuals who:
• Have some competenceHave some competence
• Still need directionStill need direction
• Need positive reinforcementNeed positive reinforcement
• Need some involvement in Need some involvement in decisionmakingdecisionmaking
OHT SL.OHT SL.3535
SUPPORTING (S-3)SUPPORTING (S-3)
For individuals who:For individuals who:
• Have mastered the taskHave mastered the task
• Lack self-confidence or Lack self-confidence or motivationmotivation
OHT SL.OHT SL.3636
DELEGATING (S-4)DELEGATING (S-4)
For individuals who:For individuals who:
• Perform well without Perform well without supervisionsupervision
• Are self-confidentAre self-confident
• Are highly motivatedAre highly motivated
OHT SL.OHT SL.3737
KEY CONCEPTSKEY CONCEPTS
• Development level must be assessed Development level must be assessed with a specific task in mindwith a specific task in mind
• An individual's development level An individual's development level varies from task to taskvaries from task to task
• A decline in performance will A decline in performance will require the leader to move back to require the leader to move back to previous styleprevious style
OHT SL.OHT SL.3838
COMMUNICATIONCOMMUNICATION
The ability to reach a mutual The ability to reach a mutual understanding with each follower understanding with each follower regarding the leadership style which regarding the leadership style which most effectively meets his/her needsmost effectively meets his/her needs
OHT SL.OHT SL.3939
SITUATIONAL LEADERSHIPSITUATIONAL LEADERSHIP
Is not something you do Is not something you do to to people,people,
It is something you do It is something you do withwith people people
OHT SL.OHT SL.4040
SHARE YOUR KNOWLEDGE SHARE YOUR KNOWLEDGE OF SITUATIONAL OF SITUATIONAL
LEADERSHIPLEADERSHIP
OHT SL.OHT SL.4141
"SMART" TASK "SMART" TASK ASSIGNMENTSASSIGNMENTS
S = SpecificS = Specific
M = MeasurableM = Measurable
A = AttainableA = Attainable
R = RelevantR = Relevant
T = TrackableT = Trackable
OHT SL.OHT SL.4242
REACH AGREEMENT ON:REACH AGREEMENT ON:
• Follower's development levelFollower's development level
• Appropriate leadership styleAppropriate leadership style
OHT SL.OHT SL.4343
IDENTIFY PROBLEM IDENTIFY PROBLEM AREA(S)AREA(S)
• Competence problem?Competence problem?
• Commitment problem?Commitment problem?
OHT SL.OHT SL.4444
FOR COMPETENCE FOR COMPETENCE PROBLEMS PROVIDEPROBLEMS PROVIDE
• TrainingTraining
• Re-orientationRe-orientation
• ObservationObservation
• FeedbackFeedback
OHT SL.OHT SL.4545
FOR MOTIVATION FOR MOTIVATION PROBLEMS PROVIDE:PROBLEMS PROVIDE:
• Positive reinforcementPositive reinforcement
• Supportive listeningSupportive listening
• Better rewardsBetter rewards
• More serious consequencesMore serious consequences
OHT SL.OHT SL.4646
FOR CONFIDENCE FOR CONFIDENCE PROBLEMS PROVIDE:PROBLEMS PROVIDE:
• Reassurance and supportReassurance and support
• EncouragementEncouragement
• Positive feedbackPositive feedback
OHT SL.OHT SL.4747
USING SITUATIONAL USING SITUATIONAL LEADERSHIPLEADERSHIP
• Define the taskDefine the task
• Diagnose development levelDiagnose development level
• Match level with leadership styleMatch level with leadership style
• Deliver selected styleDeliver selected style
• Evaluate effectivenessEvaluate effectiveness