Leadership and Strategic Communication

natalia.na

SituationalLeadership.pptx

Home >Social Science homework help >Leadership and Strategic Communication

Situational Leadership: SLII & SLX For Discussion Purposes Only

SLII is the Foundation for all of Situational Leadership

Is an influence process

Is a developmental process

Is about aligning the individual’s needs and the organization’s needs

Has to do with getting others to do what you want them to do, because they want to do it

What is Leadership

Getting the Job Done, with Quality

PCT: Performance, Cost, Time

Developing Capacity

(personal, individual, team, organizational),

Have Fun

Creating a Culture & an Environment Where People Want to

“KEEP PLAYING WITH YOU, &

STAY ON YOUR TEAM”

Leadership is About

My Expectations of You

Work Hard

Constantly Improve

Take advantage of the opportunities!

Have Fun

Be Brilliant

I expect that each and every day and on every project and assignment that you will practice the highest standards of professionalism and continuous self improvement!

Situational Leadership

Originally developed by Paul Hersey & Ken Blanchard

SLII is the evolution of Situational Leadership developed by Ken Blanchard & his Associates at the Ken Blanchard Companies

I have been fortunate to attend T4T & become certified in three of the Blanchard Co. workshops

Situational Leadership II (SLII)

High Performing Teams (HPT)

Situational Self Leadership

Leadership Concepts

Success & Effectiveness

Success is about

Behavior

Performance

Results

Effectiveness is about

Attitudes

Commitment

Feelings

Leadership Concepts

Successful & Effective

Three Separate PP Lectures

Situational Leadership SLII

A developmental model of leadership

Developed by Ken Blanchard & his Associates

Situational Self Leadership

Power

Situational Team Leadership

Stages of Group Development

NOTE: all of these are for discussion purposes and are not meant to be the complete Situational Leadership package

The Research on Leadership

Feel less tension in the organization

See the leader as oriented to change

Believe that the leader cares about them & the organization

See the leader as receptive to new ideas

Perceive their leader is skillful

Perceive their leader is interested in growth and development

Individuals & Groups have higher morale

Individuals are more empowered to assert leadership

Leadership Concepts

The SLII® Model

Diagnosis in 1 of 4 Levels

Developmental Level is Task Specific

D1—Low competence and high commitment

D2—Low to some competence and low commitment

D3—Moderate to high competence and variable commitment

D4—High competence and high commitment

Four Developmental Levels

The Four Leadership Styles

The SLII® Model

Core Beliefs & Values

People can and want to grow and develop

Leadership is a partnership

People thrive on involvement and communication

Developmental leadership takes time

People respond as they have been trained

Context and position power are crucial

Leadership Concepts

Three Skills (the old model)

Situational Leadership

Diagnosis

Flexibility

Partnering for Performance

Leadership Concepts

Three Skills (the NEW model)

Situational Leadership

Goal Setting

Diagnosis

Partnering for Performance

Leadership Concepts

Diagnosis

Assessing the developmental needs of the individual

A leader needs both the willingness and the ability to diagnose

Leadership Concepts

Flexibility

Using a variety of leadership styles

A leader needs both the willingness and the ability to break out of their style pattern preferences and use ones they are less comfortable with

Leadership Concepts

Partnering for Performance

Working with the individual to use the appropriate leadership style and to accomplish the goals of the individual and the organization

Leadership Concepts

Goal Setting

Old: SMART Goals

New: STRAM

S – Specific

T – Trackable

R – Relevant

A – Attainable

M – Motivating

S & T are written down

R, A & M are part of a discussion

Leadership Concepts

Diagnosis

The willingness and the ability to look at a situation, assess the needs of employees and decide which leadership style to use

Examines Developmental Level issues of:

Competence

Commitment

Leadership Concepts

Competence

Goal or task specific knowledge or skills

Transferable knowledge and skills

Competence is task specific

Leadership Concepts

Commitment

Motivation to do the task

Confidence in ones ability to do the task

Commitment is task specific

Leadership Concepts

Diagnosis in 1 of 4 Levels

Developmental Level is Task Specific

Four Developmental Levels

D1: Low Competence & High Commitment

D2: Low to Some Competence & Low Commitment

D3: Moderate to High Competence & Variable Commitment

D4: High Competence & High Commitment

This is our goal

Leadership Concepts

Four Developmental Levels

Blanchard calls these:

D1: The enthusiastic beginner

D2: The disillusioned learner

D3: The capable, but cautious learner

D4: The self-reliant achiever

Leadership Concepts

Needs: Developmental Levels

Each of the four developmental levels have different needs from the situation and the leader, based on both their Competence and their Commitment

Leadership Concepts

Acknowledgement of enthusiasm and transferable skills

Clear goals and roles

Priorities

Action plans

Information

Boundaries and limits

Step-by-step plan for learning

Direction about what and how

Frequent feedback on progress

Concrete examples

The Needs of a D1

Involvement in clarifying goals and action plans

Perspective that progress is being made

Assurance that it’s okay to make mistakes

Explanations of why

Opportunities to share concerns and be heard

Reassurance

Advice

Coaching to build skills

Help in analyzing successes and mistakes

Praise for progress

The Needs of a D2

A sounding board to test ideas

Good questions to build self-reliant problem solving skills

Praise for high levels of competence and performance

The opportunity to take the lead in goal setting and action planning

Encouragement and support

Help in removing obstacles to goal achievement

Help in looking at past successes and skills objectively to build confidence

The Needs of a D3

Trust

Variety and challenge

Autonomy

Opportunities to teach and mentor others

Acknowledged/to be valued for contributions

The Needs of a D4

Flexibility of the Leader

The ability to use a variety of leadership styles comfortably

Directive Behavior

Supportive Behavior

The Goal is to Be Flexible and Match the Leader Behaviors with the Diagnosis so that we meet the Needs of the Associate as we help them to Accomplish the Task, Feel Good about their Contributions and to Learn and Grow as a Contributor.

Leadership Concepts

Directive Behavior

The extent to which a leader

Tells the employee what to do, when and how to do it

Spells out the leader and employee roles

Closely supervises performance

Leadership Concepts

Directive Leader Behaviors

The Leader

Sets goals and objectives

Plans and organizes work in advance

Identifies job priorities

Clarifies the leader and employee roles

Establishes timelines

Determines methods of evaluation and checks work

Teaches the employee how to do a specific task

Closely supervises progress

Leadership Concepts

Supportive Behavior

The extent to which a leader

Engages in more two-way communication

Listens and provides support and encouragement

Involves the employee in decision making

Encourages and facilitates self-reliant problem solving

Leadership Concepts

Supportive Leader Behaviors

The Leader

Encourages, reassures, praises and listens

Asks for suggestions or input

Explains why

Encourages self-reliant problem solving

Makes information about the organization accessible

Discloses information about self

Encourages teamwork

Leadership Concepts

All Leader Behaviors

Identify outcomes and goals

Observe and monitor performance

Give feedback

Leadership Concepts

Final Thoughts

Is the work important?

Do people know what to do, how to do it and by when?

Are associates motivated & confident?

Have people received the feedback & rewards they need?

How can I contribute?

What am I proud of?

What have I learned?

What can I do more effectively next time?

The Big Question?

Have I communicated appropriately & effectively?

Leadership Concepts

Leadership

• The Taxonomy for Leadership Development forms the conceptual basis around which we can study and grow as leaders.

• Each and every level is important, but they are about very different “things”.

• Much of the confusion around the questions “what is leadership?” comes from the fact that these levels are about very different aspects of leadership!

Leadership Concepts

The Managerial Grid

Robert Blake

& Jane Mouton

Attitudes & Values

Behaviors

Leadership Concepts

Communication Style

DiSC

MBTI

Type Focus

Keirsey Bates

Carl Jung

Leadership Concepts

How They Work Together

Leadership Concepts

Goals for Improved Leadership

Leadership Concepts

Action Plan

Leadership Concepts

Ideas, Insights & Questions

Leadership Concepts

Effective

IneffectiveAchieving Deliverables(PCT) (Good, Fast, Cheap)

Achieving Organizational Means & Ends Vision, Mission & Strategic Direction

Leadership, Frame Alignment & System Improvement

Unsuccessful

Successful

NOTE: I do not believe in the standard limitations of PCT, nor does the latest edition of the PMBOK.

Attitudes

Values

Commitments

Feelings

Improvement

Behavior Results Quality Time Cost Performance

Successful is Necessary, But NOT Sufficient!!

Our Goals:

Getting the job done well, with quality, on time & within budget The work is Valuable & is Congruent with the Organizational Mission, Vision & Values We Improve both Organizational & Individual Capacity Our stakeholders & organizational members know What We Have Accomplished Our stakeholders & organizational members feel Good about What We Have Accomplished

Morale is Positive & Team Members: Learn, Grow & Develop

Want to Participate in Future Projects

Effective

IneffectiveAchieving Deliverables(PCT) (Good, Fast, Cheap)

Achieving Organizational Means & Ends Vision, Mission & Strategic Direction

Leadership, Frame Alignment & System Improvement

Unsuccessful

Successful

NOTE: I do not believe in the standard limitations of PCT, nor does the latest edition of the PMBOK.

Attitudes

Values

Commitments

Feelings

Improvement

Behavior Results Quality Time Cost Performance

Successful is Necessary, But NOT Sufficient!!

Our Goals:

Morale is Positive & Team Members: Learn, Grow & Develop

Want to Participate in Future Projects