Situational Leadership

Situational Leadership

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  Situational Leadership ® Model Jessica Fields MBA 634: Quality Management – Winter 2007 Dr. Tom Foster Brigham Young University
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  Agenda – TopicsCovered Situational Leadership Model defined Brainstorming Exercise Explanation of Model (Nuts & Bolts) How Situation Leadership Model Works Real World Example Situational Leadership Exercise Summary Readings List
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  Situational Leadership ® Model (SLM) Developed by Hersey and Blanchard A model, not a theory Different situations and followers require different leadership styles No one leadership style is appropriate for all situations and effective leaders adjust their style to match the situation Use the model to determine the situation and then choose the corresponding leadership style
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  Brainstorming Exercise Couldthis tool be used in your firm? Think of the many different situations there are in your job and at your firm. List the different classifications of employees. What different types of management or leadership do they require? When have you notice managers applying different managerial styles?
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  SLM - Nuts& Bolts SLM focuses on the relationship between leaders and followers, as well as potential leaders and potential followers Maturity = the ability and willingness of people to take responsibility for directing their own behavior, in relation to the tasks performed No perfect leadership style for all situations; style must be adjusted to meet the development level of followers
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  SLM – Nuts& Bolts cont. 4 Leadership styles S1: Telling S2: Selling S3: Participating S4: Delegating 4 Levels of Maturity M1: Low, Immature M2: Low to Moderate M3: Moderate to High M4: High, Mature 4 Levels of Maturity of Followers High Low Moderate M1 M2 M3 M4 Telling Selling Participating Delegating
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  SLM – Nuts& Bolts cont. 4 Development Levels D1: Low competence, High commitment D2: Some competence, Low commitment D3: High competence, Variable commitment D4: High competence, High commitment Development Levels of Followers High Low Moderate D1 D2 D3 D4 S1: Tell S2:Sell S3: Participate S4: Delegate
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  SLM – Nuts& Bolts cont. Telling Q1 S1: Low Relationship High Task D1: Unable & unwilling or insecure Delegating Q4 S4: Low Relationship Low Task D4: Able/competent & willing/confident Selling Q2 S2: High Relationship High Task D2: Unable but willing or confident Participating Q3 S3: High Relationship Low Task D3: Able but unwilling or insecure Directive Behavior Supportive Behavior Mature Immature
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  How SLM WorksSteps in SLM Process Overview of employee’s tasks Assess employee on each task Decided on style for each task Discuss with employee Make a joint plan Follow-up, check and adjust
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  How SLM WorksDetermine Your Leadership Style LASI = Leadership Adaptability and Style Inventory Look at 12 situations and identify responses Calculate score and apply to quadrant matrix Dominant leadership style Supportive leadership style
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  SLM in theReal World Tool to train managers and leaders Has applications in business as well as in Education Nursing Parenting Military Martial Arts Instruction
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  SLM in theReal World - Military All branches use SLM as basis for leadership Army: used for training staff officers Air Force: uses for training officers and noncommissioned officers Military has clear distinctions between superiors and subordinates Followers will become leaders
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  SLM in theReal World - Military Transactional Leadership Long-term leadership style in Army units S4-D4 match Directive or Delegation Leadership Crisis Leadership Empowerment of subordinates Developing subordinates
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  Exercise: Style Self-AssessmentWrite down your leadership style As a large group or class, make a list of situations Make a list of responses for each situation, making sure to assign one response for each leadership style Individually, determine responses for each person in each situation As a group, decide if you agree with each individual’s self-assessment Compare original self-assessment with results of exercise Are there differences? Were you surprised by the results?
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  Summary Effective leadersare flexible and adjust their style to meet situations and followers’ needs Responding to follower’s needs is the surest way to achieve effectiveness and success SLM applies not only to business situations but also to all interpersonal relationships As followers become more self-reliant and competent, leaders become more hands-off and delegate more decision-making responsibility
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  Summary Remember thatleadership style is defined by the perceptions of others Leaders can perform self-assessments for determine not only the needs of their followers but also to determine their dominate leadership styles Base assessment of ability upon proven performance results; not on what think followers know or should know Inflexible leaders only use one leadership style and are ineffective in situations that require using any of the other three styles SLM has applications beyond managerial leadership training
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  Readings List Hersey,Paul and Blanchard, Kenneth. Management of Organizational Behavior: Utilizing Human Resources (Englewood Cliff, NJ: Prentice Hall, 1982). www.12manage.com/methods_blanchard_situational_leadership.html Blanchard, Kenneth. “Recognition and Situational Leadership II” Emergency Librarian . March/April 1997, Vol. 24 Issue 4, p.38. Situational Leadership®: Conversations with Paul Hersey. Schermerhorn, John R Jr. © 2001 Center for Leadership Studies, Inc Center for Leadership Studies: www.situational.com Ken Blanchard Companies: www.kenblanchard.com Situational Leadership. Yeakey, George W.. Military Review , Jan/Feb2002, Vol. 82 Issue 1, p72 Great Ideas Revisited. Blanchard, Kenneth H.; Hersey, Paul. Training & Development , Jan96, Vol. 50 Issue 1, p42 So You Want to Know Your Leadership Style? Henry, Paul; Blanchard, Kenneth H.. Training & Development Journal , Feb74, Vol. 28 Issue 2, p22