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Situational Leadership

Instructional Prezi about situational leadership for managers and executives who want to become more effective in terms of leadership.
by

Michael de Paauw

on 14 June 2016

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Transcript of Situational Leadership

Situational Leadership
D1
Low Competence
High Commitment
D2
Low to Some Competence
Low
Commitment
D3
Moderate to High Competence
Variable Commitment
D4
High Competence
High Commitment
Low
High
High
Supportive Behavior
Directive Behavior
Development Levels of the follower (D1 - D4)
Developed
Developing
> Highly directive.
> Leader defines the roles
and tasks of the follower.
> Leader supervises closely .
> One-way communication.
> High amount of trust,
few controls in place.
> Leader is involved in
the decisions.
> Execution is mostly in
hands of the follower.
> Leader recognizes the ability
of the follower.
> Leader motivates and builds
confidence.
> Leader defines roles and
tasks clearly, but seeks ideas and
suggestions from the follower.
> Decisions remain the
leader's prerogative, but
communication is much
more two-way.
S1
S2
S3
S4
Coaching
Supporting
Delegating
S1
Defining
Planning/prioritizing
Orienting
Teaching/showing and telling how
Checking/monitoring
Giving feedback
S2
Exploring/asking
Explaining/clarifying
Redirecting
Sharing feedback
Encouraging
Praising
S3
Asking/listening
Reassuring
Facilitating self-reliant
problem solving
Collaborating
Encouraging feedback
Appreciating
S4
Allowing/trusting
Confirming
Empowering
Affirming
Acknowledging
Challenging
Directing
Directing
Coaching
Supporting
Delegating
You're about to leave for an extended holiday, and your tasks will be handled by an experienced colleague. He's very familiar with your responsibilities, and he's excited to do the job.

Instead of trusting his knowledge and skills to do the work, you spend hours creating a detailed list of tasks for which he'll be responsible, and instructions on how to do them.

What’s the result?
You've just been put in charge of leading a new team. It's your first time working with these people. As far as you can tell, they have some of the necessary skills to reach the department's goals, but not all of them. The good news is that they're excited and willing to do the work.

What is the groups Development Level?

Which style of leadership would you choose?
Imagine a new employee starting in your
team today. Despite his experience in a
similar job and his enthusiasm about this
new job, he will not yet be able to do the
work without directions.
Decribe how you would manage him in
this first week. See what S1 is about?
Are you sometimes applying this style with
other people in your team? Should you?
Imagine the new employee in your team after 6 months. He turned out to be a quick learner and a hard worker. Despite his best intentions, he rubs some important people the wrong way.
Describe how you would manage him in
this phase. See what S2 is about?
What would happen if you still apply S1? Who in your team needs S2 leadership?
Another person in your team feels insecure, even threatened by a colleague who is more junior but more successful. Despite his tenure he is no longer the best in some areas.
Decribe how you would manage him in
this situation. See what S3 is about?
Are there people in your team who feel like this? Do you apply S3 with them?
You are really great at your job and get along with all your colleagues and stakeholders. You like your manager, but he is a bit of a control freak around you.
Describe what your manager should change to manage you the way you want/need. How would you discuss this with your manager?
Who in your team requires S4 management? Are you consistently doing so?
Basic Leadership Styles (S1 - S4)
Remember
Effective leaders are able to adapt to different situations by utilizing a variety of leadership styles
Leadership styles are chosen based on the specific development level of your employees
Development levels may change from task to task
It is the leaders responsibility to adapt to a given situation, not the employee
A model is a simplified version of the reality.
http://www.linkedin.com/pub/michael-de-paauw/5/335/a82
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