Situational LeadershipALL-STAFF RETREAT 2010

What is a Bright Spot?A Bright Spot is a positive deviation; a successful effort worth emulating.

“These flashes of success—these bright spots—can illuminate the roadmap for action and spark the hope that change is possible.”

Dan and Chip Heath Switch: How to Change Things When Change is Hard

Overview of Situational Leadership

ChallengeNeed to be more responsive leaders

ToolSituational leadership Job Aid

ImpactSome leadership team members using this process in their work

Session Purpose

To provide all Rare staff with a common framework to improve the developmental opportunities in work assignments

Low High

Development Level of the IndividualDeveloped Developing

D1 Low CompetenceHigh Commitment

D2 Low to Some CompetenceLow Motivation

D3 Moderate to High CompetenceVariable Commitment

D4 High CompetenceHigh Commitment

Low High

Low

HighSupporting

DirectingDelegating

Coaching

Leve

l of S

uppo

rtiv

e B

ehav

ior

Level of Directive Behavior

D4 D1 D3 D2

High

Readines

s Low Readiness

*Also sometimes called skill and readiness

A framework to determine the appropriate Leadership style for a specific task

What is Situational Leadership?

Principles

No best Leadership behavior Different approaches for different stylesSuccessful leaders adapt their behaviorSuccessful employees identify which approach they needs

Characteristics

Productive dialogue

Mutual evaluation

Pragmatic, not conceptual

ALL-STAFF RETREAT 2010

Agenda:• Leadership behaviors• Leadership styles• Competency and commitment• Putting them together

ALL-STAFF RETREAT 2010

Agenda:• Leadership behaviors• Leadership styles• Competency and commitment• Putting them together

Low High

Tell ShowDemonstrateFollow-up

DirectControlProvide Structure

Directive Behavior

Low

High

Giving SupportPraiseAskEncourage discussion

DiscussFacilitatingSeek and provide feedback

Supportive Behavior

Leadership behaviors are directive and/or supportive

Directive Behavior

Supp

orti

ve

Beha

vior

Activity

•Think of a task you must do in the next 3 – 6 months

•Step over to the Floor Graph

Leadership styles are defined by the amount of directive and supportive behaviors

Directive Behavior

Supp

orti

ve

Beha

vior

ALL-STAFF RETREAT 2010

Agenda:• Leadership behaviors• Leadership styles• Competency and commitment• Putting them together

Low High

Supp

ortiv

e B

ehav

ior

Directive Behavior

HighGive me your ideas then I’ll decide.

Bounce your ideas off me, it will help you decide.

Why don’t you decide?

We’ll do it this way.

SupportingDirectingCoachingDelegating

Low High

Supp

ortiv

e B

ehav

ior

Directive Behavior

HighGive me your ideas then I’ll decide.

Bounce your ideas off me, it will help you decide.

Why don’t you decide?

We’ll do it this way.

Supporting

Directing

CoachingDelegating

Low High

Supp

ortiv

e B

ehav

ior

Directive Behavior

HighGive me your ideas then I’ll decide.

Bounce your ideas off me, it will help you decide.

Why don’t you decide?

We’ll do it this way.

Supporting

Delegating

Directing

Coaching

Low High

Supp

ortiv

e B

ehav

ior

Directive Behavior

HighGive me your ideas then I’ll decide.

Bounce your ideas off me, it will help you decide.

Why don’t you decide?

We’ll do it this way.

Delegating

Directing

CoachingSupporting

Low High

Supp

ortiv

e B

ehav

ior

Directive Behavior

High

S2S3

S4 S1

CoachingSupporting

Delegating Directing

Leadership styles are defined by the amount of directive and supportive behaviors

Low High

Supp

ortiv

e B

ehav

ior

Directive Behavior

High

S2S3

S4 S1

CoachingSupporting

Delegating Directing

ALL-STAFF RETREAT 2010

Agenda:• Leadership behaviors• Leadership styles• Competency and commitment• Putting them together

Competency and CommitmentWhat if I’m not the leader in the situation but the direct report?

D4High

Competence

HighCommitment

D3 Capable but

Cautious

D1 Enthusiastic

Beginner

D2 Disillusioned

Learner

D4 High

Achiever

D3Moderate–High

Competence

Variable Commitment

D1 Low

Competence

High Commitment

D2Low–Some

Competence

LowCommitment

. . .is a function of knowledge, skills, education, experience.. . .is a function of confidence and motivation

Competence . . .Commitment . . .

Competence Commitment+ = Development Level*

Also referred to as Readiness level

SelfCompetency Level (Skill)

Commitment (Motivation)

Training/Education?

Understand task?

Experience.

Desire to Achieve

Incentive

Security

Confidence

Situational Leadership: From Level of Comfort to Behavior

Source: Adapted from Center for Leadership Studies, Inc.

Competence Commitment Readiness A Typical Assignment

+ =

Relatively new campaign manager running a campaign for the first time

Person stepping up into a larger role

Campaign manager has to perform a particular task for the “umpteenth” timePerson working in their core area of strength on a task he / she is passionate about

Lowest

Highest

D1

Situational Leadership: From Level of Comfort to Behavior

Source: Adapted from Center for Leadership Studies, Inc.

Competence Commitment

Low

Readiness A Typical Assignment

+ =

Low

High

High

Low

High

Low

High

Relatively new campaign manager running a campaign for the first time

Person stepping up into a larger role

Campaign manager has to perform a particular task for the “umpteenth” timePerson working in their core area of strength on a task he / she is passionate about

Lowest

Highest

D1

How Do They Fit Together?

Development Level of the IndividualDeveloped Developing

D1 Low CompetenceHigh Commitment

D2 Low to Some CompetenceLow Motivation

D3 Moderate to High CompetenceVariable Commitment

D4 High CompetenceHigh Commitment

Low High

Low

HighSupporting

DirectingDelegating

Coaching

Leve

l of S

uppo

rtiv

e B

ehav

ior

Level of Directive Behavior

D4 D1 D3 D2

High

Readines

s Low Readiness

• Assess competence and commitment.*

• Mark on the “D” scale• Draw a line upward into the boxes• Where the line intersects the

curve is the indication of the leadership style most effective

*Also sometimes called skill and readiness

Activity

What are some potential challenges to situational leadership?

Activity

•Write question that could help you assess your competence for a task•Write questions that could help you assess your commitment to a task

Low High

How Do They Fit Together?

Development Level of the IndividualDeveloped Developing

D1 Low CompetenceHigh Commitment

D2 Low to Some CompetenceLow Motivation

D3 Moderate to High CompetenceVariable Commitment

D4 High CompetenceHigh Commitment

Low High

Low

HighSupporting

DirectingDelegating

Coaching

Leve

l of S

uppo

rtiv

e B

ehav

ior

Level of Directive Behavior

D4 D1 D3 D2

High

Readines

s Low Readiness

• Assess competence and commitment.*

• Mark on the “D” scale• Draw a line upward into the boxes• Where the line intersects the

curve is the indication of the leadership style most effective

*Also sometimes called skill and readiness

References:Blanchard, Ken; Fowler, Susan, and Hawkins, Laurence. Self Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership. New York: Harper Collins, 2005

Argyris, Chris, and Donald Schön.  Theory in Practice.  San Francisco:  Jossey Bass, 1974.  (The original presentation of the theory of action approach, this remains the best introduction.  The focus is on individuals and their theories-in-use.)

Thanks for attending!