Milestone 2: Path-Goal Assessment Comparison

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Situational Leadership® Questionnaire: Sample Items

Instructions: Look at the following four leadership situations and indicate what the development level is in each situation, which leadership style each response represents, and which leadership style is needed in the situation (i.e., action A, B, C, or D).

Situation 1:

Because of budget restrictions imposed on your department, it is necessary to consolidate. You are thinking of asking a highly capable and experienced member of your department to take charge of the consolidation. This person has worked in all areas of your department and has the trust and respect of most of the staff. She is very willing to help with the consolidation.

A Assign the project to her and let her determine how to accomplish it.

B Assign the task to her, indicate to her precisely what must be done, and supervise her work closely.

C Assign the task to her and provide support and encouragement as needed.

D Assign the task to her and indicate to her precisely what needs to be done but make sure you incorporate her suggestions.

Development level D1 Action A

Situation 2:

You have recently been made a department head of the new regional office. In getting to know your departmental staff, you have noticed that one of your inexperienced employees is not following through on assigned tasks. She is enthusiastic about her new job and wants to get ahead in the organization.

A Discuss the lack of follow-through with her and explore the alternative ways this problem can be solved.

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B Specify what she must do to complete the tasks but incorporate any suggestions she may have.

C Define the steps necessary for her to complete the assigned tasks and monitor her performance frequently

D Let her know about the lack of follow-through and give her more time to improve her performance.

Development level D1 Action A

Situation 3:

Because of a new and very important unit project, for the past 3 months you have made sure that your staff members understood their responsibilities and expected level of performance, and you have supervised them closely. Due to some recent project setbacks, your staff members have become somewhat discouraged. Their morale has dropped, and so has their performance.

A Continue to direct and closely supervise their performance.

B Give the group members more time to overcome the setbacks but occasionally check their progress.

C Continue to define group activities but involve the group members more in decision making and incorporate their ideas.

D Participate in the group members’ problem-solving activities and encourage and support their efforts to overcome the project setbacks.

Development level D1 Action A

Situation 4:

As a director of the sales department, you have asked a member of your staff to take charge of a new sales campaign. You have worked with this person on other sales campaigns, and you know he has the job knowledge and experience to be successful at new assignments. However, he seems a little unsure about his ability to do the job.

A Assign the new sales campaign to him and let him function on his own.

B Set goals and objectives for this new assignment but consider his suggestions and involve him in decision making.

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C Listen to his concerns but assure him he can do the job and support his efforts.

D Tell him exactly what the new campaign involves and what you expect of him, and supervise his performance closely.

Development level D1 Action A

Scoring Interpretation

A short discussion of the correct answers to the brief questionnaire will help to explain the nature of Situational Leadership® questionnaires.

Situation 1 in the brief questionnaire describes a common problem faced by organizations during downsizing: the need to consolidate. In this particular situation, the leader has identified a person to direct the downsizing project who appears to be highly competent, experienced, and motivated. According to the SLII® model, this person is at Developmental Level 4, which calls for a delegative approach. Of the four response alternatives, it is the (A) response, “Assign the project to her and let her determine how to accomplish it,” that best represents delegating (S4): low supportive–low directive leadership.

Situation 2 describes a problem familiar to leaders at all levels in nearly all organizations: lack of follow-through by an enthusiastic follower. In the given example, the follower falls in Developmental Level 1 because she lacks the experience to do the job even though she is highly motivated to succeed. The SLII® approach prescribes directing (S1) leadership for this type of follower. She needs to be told when and how to do her specific job. After she is given directions, her performance should be supervised closely. The correct response is (C), “Define the steps necessary to complete the assigned tasks and monitor her performance frequently.”

Situation 3 describes a very different circumstance. In this situation, the followers seem to have developed some experience and an understanding of what is required of them, but they have lost some of their motivation to complete the goal. Their performance and commitment have stalled because of recent setbacks, even though the leader has been directing them closely. According to SLII®, the correct response for the leader is to shift to a more supportive coaching style (S2) of leadership. The action response that reflects coaching is (C), “Continue to define group activities but involve the group members more in decision making and incorporate their ideas.”

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Situation 4 describes some of the concerns that arise for a director attempting to identify the correct person to head a new sales campaign. The person identified for the position obviously has the skills necessary to do a good job with the new sales campaign, but he appears apprehensive about his own abilities. In this context, SLII® suggests that the director should use a supportive style (S3), which is consistent with leading followers who are competent but lacking a certain degree of confidence. A supportive style is represented by action response (C), “Listen to his concerns but assure him he can do the job and support his efforts.”

Now select two of your own followers. Diagnose their current development level on three different goals and your style of leadership in each situation. Is there a match? If not, what specifically can you do for them as a leader to ensure that they have what they need to succeed?

Situation 1: Delegating Style - Incorrect Answer: B, C, or D

Your answer indicates you may have misinterpreted the employee’s developmental level, or the situation. The employee’s competence is described as highly capable, experienced, familiar with all areas of the department, and trusted and respected by the staff. Her commitment is described as a high willingness to help. This is confirmed by the staff’s respect. According to the SLII model, a supportive leadership style would be less effective because the employee already has the motivation and commitment to do the job. A directive leadership style would also be less effective because the employee already has the competence to do the job and doesn’t need guidance or direction on how to do it. The coaching leadership style would require the leader to be involved both in achieving goals and meeting the employee’s socioemotional needs. This requires the leader’s time and energy and disregards the employee’s capabilities that may frustrate the employee. According to the SLII model, the employee is a Developmental Level 4, which calls for a delegating approach. This approach facilitates the employee’s confidence and motivation in completing the project. Answer A best represents this style.

Situation 2: Directing Style - Incorrect Answer: A, B, or D

Your answer indicates you may have misread this situation. The employee’s competence is described as inexperienced and not following through on tasks. Her commitment is described in terms of enthusiasm about the position and a desire to

Suggestions for Improving Your LeadershipSuggestions for Improving Your Leadership

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advance in the organization. According to the SLII model, a coaching style would be less effective because the employee already has the motivation to do the job and doesn’t need to have her socioemotional needs met. The delegating style would also be ineffective because the employee needs guidance or direction on how to do her job correctly – she is not ready to handle this task on her own. The supportive leadership style would require the leader to listen, praise, ask for input, and give feedback when the employee lacks competence, giving too much control of day-to- day decisions to the inexperienced employee. According to the SLII model, this person is a Developmental Level 1, which calls for a directive approach. This approach empowers the employee to learn her job properly and be supervised closely in the process, without being given praise prematurely. Answer C best represents this style.

Situation 3: Coaching Style - Incorrect Answer: A, B, or D

Your answer indicates you may have misinterpreted the employee’s developmental level or the situation. The employees are working on a new project with lots of instruction, high performance expectations, and supervision from the leader. Due to project setbacks, they are discouraged and lack commitment. It is clear they need highly supportive leader behavior, according to the SLII model. However, the supportive leadership style would be less effective than the coaching style in this case because the employees’ performance has been negatively affected along with their morale, and they need direction to get back on track. A directive leadership style would also be less effective because the employees do need socioemotional support from the supervisor, leader behavior not provided by a directive style. The delegating leadership style would let the staff continue being discouraged and less productive without intervention. According to the SLII model, staff members are at a Developmental Level 2, which calls for a coaching approach. This approach focuses communication on both achieving goals and meeting employees’ socioemotional needs. Answer C best represents this style.

Situation 4: Supportive Style - Correct Answer: C

By choosing Answer C, you recognize that the director of the sales department has identified a competent staff person to direct a new sales campaign, but may need encouragement. The person knows the job requirements and has experience, but appears apprehensive about his own abilities. According to the SLII model, this person is a Developmental Level 3, which calls for a supportive approach. This approach allows the employee to make day-to-day decisions while being given encouragement and input from the leader.

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