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Situational Leadership Workshop - LMF 031611

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Dave Neuman

on 16 March 2011

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Transcript of Situational Leadership Workshop - LMF 031611

Leadership 4 Development Levels Enthusiastic Learner Self-reliant Achiever Enthusiastic Curious Excited Inexperienced D1 D2 D3 D4 Confused Frustrated Overwhelmed Discrouaged Pretty capable Hesitant Self-critical Sometimes bored Expert Self-reliant Self-assured Independent Encouragement Feedback on
progress Reassurance mistakes
are part of learning Praise for
making progress To know why S/he is doing this D2 Needs To know who
can help Sounding board Encouragement,
vote of confidence Help looking at skills and results objectively D3 Needs Your opinion
on ideas Good questions about
the work being done More authority Your opinion,
when asked Listen to
updates on work Acknowledgement
of contribution New challenges Autonomy D4 Needs Low competence High commitment Low commitment Low competence Disillusioned Learner Capable, but cautious, performer High competence Low/Var commitment High commitment High competence Low directive Acknowledging S3 Giving Feedback Low directive Empowering High supportive Low supportive Directing Low supportive Trusting Planning Supporting Asking / listening Collaborating Challenging S4 Teaching High supportive Facilitating High directive Defining 4 Leadership Styles Encouraging feedback Delegating S1 competence + commitment supportive + directive behavior S1 Behaviors Encouraging Coaching High directive Sharing feedback Exploring S2 Explaining S2 Behaviors S3 Behaviors S4 Behaviors Provides direction about goals Shows and tells how Closely tracks individual's performance Provides frequent feedback on results Explains why Solicits suggestions Praises behaviors approximately right Continues to direct goal or task accomplishment Leader and individual make
decisions together Leader's role is to facilitate, listen,
draw out, encourage, and support Empowers
individual to act
independently with
appropriate resources
to get the job done Anyone looking to help people accomplish goals WHO? Leadership is an influencing process WHY? Sustainable results require competence and commitment People value involvement Leaders need to focus on individuals and interactions - with context Effective leaders focus on results + attitudes, commitment, and feelings There's no best leadership style
just the right one at the right time! develop self-reliant autonomous, trusting one's power or judgement To grow by degrees into a more
advanced or mature state achievers a person with a record of successes Diagnosis Flexibility Look at situations & determine development needs 5 Questions 1. What is the goal or task? 2. What is strength of task knowledge? 3. What is strength of transferrable skills? 4. What is their motivation? 5. What is their confidence? Using a variety of leadership styles comfortably Match style to needs Large amount of
feedback on progress Priorities Clear Goals Training Recognition for
transferrable skills D1 Needs Direction Understand
Role Managers Team leads Project
Managers Consultants Coaches Teachers CEOs Executives WHAT? Situational Leadership is a model for developing people
by Paul Hersey & Ken Blanchard Focuses on competence & commitment "Different strokes for different folks!" "Different strokes for same folks, depending on goal or task!" D1
Needs S1
Style Be on the look out for... Mis-matching styles Regression / Fluctuations What is your personal leadership style? Break into groups of 3 or 4 As a group, write down 2 example
scenarios for each development level. Keep each on seperate note cards. Pass your development level scenarios to the next group.

As a group:
read each scenario
diagnose the development level
select appropriate leadership style
describe some actions you would take with the individual Welcome De-brief


Questions Personal Assumptions S2
Style D2
Needs S3
Style D3
Needs D4
Needs S4
Style Right Match D1
Needs D4
Needs Typical Mis-matches S1,2,3
Style S4
Full transcript