Building a Positive Building a Positive WorkplaceWorkplace

Situational LeadershipSituational Leadership

Four Basic Leadership StylesFour Basic Leadership Styles

The leader provides specific direction and closely monitors task accomplishment

The leader facilitates and supports people’s efforts toward task accomplishmentand shares responsibility for decision making with them

Coaching

Leader continues to direct and closely monitor task accomplishment, but also explains decisions, solicits suggestions and supports progress

Supporting

The leader turns over responsibility for decision-making and problem-solving

Directing

Delegating

Situational Leadership SkillsSituational Leadership Skills

Flexible

There is NO ONE BEST leadership style or strategy.

We need to use different styles/strategies for different people/situations.

In some cases, we need to use different approaches with the SAME person, depending on the given situation.

Situational Leadership Skills Situational Leadership Skills

Flexible

Diagnostic

DiagnosisDiagnosis

D3 D1D2

HIGH HIGH

MODERATE TO HIGH

HIGH

VARIABLE LOW

LOWSOME TO LOWCompetence

Commitment

Developed Developing

D4

Leadership Styles

(HIGH)

(LOW)(HIGH)

Su

pp

ort

ive

Beh

avio

r

Directive Behavior

DIRECTING

HIGH directive and LOW supportive

COACHING

HIGH directive and HIGH supportive

DELEGATING

LOW directive and LOW supportive

SUPPORTING

HIGH supportive and LOW directive

S4 S1

S3 S2

Leadership Styles: Situational Leadership Styles: Situational ApplicationApplication

S1

S2

S3

S4

D1

D2

D3

D4

DIRECTING

COACHING

SUPPORTING

DELEGATING

Developmental level Suitable style

Structure, organize, teach and supervise

Direct and support

Praise, listen and facilitate

Assign day-to-day decision making

responsibility

Low CompetenceHigh Commitment

Moderate to Low CompetenceLow Commitment

High CompetenceHigh Commitment

Moderate to High Competence

Variable Commitment

Su

pp

ort

ive

Directive

HIGH directive and LOW supportive

HIGH directive and

HIGH supportive

LOW directive and

LOW supportive

HIGH supportive and LOW directive

S4 S1

S3 S2

COACHING

DIR

EC

TING

DEL

EGA

TIN

GSUPPO

RTING

Developed Developing

D4 D1D2D3

High LowModerate

LEADERSHIPSTYLE

DEVELOPMENTLEVEL

Situational Leadership Model is Situational Leadership Model is DynamicDynamic

Step 1: Diagnosis of employee’s performance (specific tasks)

Step 2: Determine employee’s developmental level (competence and commitment)

Step 3: Determine leadership style to be used

Leadership TechniquesLeadership Techniques• COMPLIMENTS:

– Used to improve development levels of individuals.– Managers need to gradually change leadership style

from more direction (directing) to less direction and more support (coaching and supporting), and finally to less direction and support (delegating).

• REPRIMANDS: – Used to stop poor performance. – Managers may have to move back to more support

(supporting) or more direction (coaching and directing) from less direction and support (delegating).

Situational Leadership SkillsSituational Leadership Skills

Flexible Diagnostic

Partnering

Situational Leadership

is NOT something you

do to people, but

something you do with

People.

StartStartGoal setting

(Need agreement with the person performing the task)

Area of responsibility

PerformanceStandardsMeasures

ASK 1. What area of responsibility or goal do I need to influence?

2. How will I know that the job is being done?3. What constitutes good performance?

DiagnoseDiagnoseDevelopmental level

(Need agreement with the person performing the task)

Competence Commitment

D1D4 D3 D2

MatchMatchSituational

Leadership Style

(Need agreement with the

person performing the task)

DELEGATING

D4

S4

SUPPORTING COACHING DIRECTING

D1D2D3

S1S2S3

DeliverDeliverProgress

made

More SupportLess Direction

Directing (S1) to Coaching (S2)

Coaching (S2) to Supporting (S3)

or

or

EventuallyLess Support

Supporting (S3) to Delegating (S4)

Proceed with success

Set new Goals

GOODPERFORMANCE

POORPERFORMANCE

Temporary Setback

Proceed to

Go back to

More Support

Delegating (S4) to Supporting (S3) or

More Direction

Supporting (S3) to Coaching (S2)or

Eventually Less Support

Coaching (S2) to Directing (S1)

If Necessary

Return to start, Review Clarify and Agree on the Goal (s)

QUESTIONS

ANSWERS