SlideShare une entreprise Scribd logo
1  sur  38
Télécharger pour lire hors ligne
You've just finished training the newest member of your team.
Now that he's ready to start working, you give him the data
that you need him to enter into the company's database, and
then you hurry off to a meeting.
When you return later that afternoon, you're disappointed to
find that he hasn't done anything. He didn't know what to
do, and he didn't have the confidence to ask for help. As a
result, hours have been lost, and now you have to rush to enter
the data on time. Although you may want to blame the
worker, the truth is that you're as much to blame as he is.
How can you avoid situations like this?
Situational leadership theory
OVERVIEW
• What is situational leadership theory.
• Leadership behaviour and styles
• Motivational levels
• Development levels
• Why is it popular among managers
• Practical examples and application
What Is Situational Leadership?
• A theory of leadership that proposes that leaders
change their leadership styles based on who they are
leading.
• Situational leadership refers to when the leader or
manager of an organization must adjust his style to fit
the development level of the followers he is trying to
influence. With situational leadership, it is up to the
leader to change his style, not the follower to adapt to
the leader’s style. In situational leadership, the style
may change continually to meet the needs of others in
the organization based on the situation.
Created by professor and author Dr. Paul Hersey and author Ken
Blanchard, the Situational Leadership Model is a theory of business
leadership that promotes the benefits of combining a range of
managerial styles to cater to different people within the same
organization. This is opposed to the more traditional view of the
executive manager who may employ the same leadership tactics
across an entire organization, more than likely passing directives
down through subordinates and other intermediaries.
But by employing the strategies put forth in the Situational
Leadership Model, a manager would potentially have the capabilities
to deal with a wide range of people and thereby create a more
employee-centric and innovative organization through the level of
direct contact he or she has with members at all levels. Further, the
leader would be free to place more or less emphasis
on a particular task as well as more or less emphasis on relationships
with employees – enabling them to focus on the component most
needed to get the task accomplished successfully.
One Size Doesn’t Fit All
The core foundation of the Situational Leadership Model is the belief
that there is no single “best” approach to leadership. Instead, effective
leadership is viewed as task-relevant. Therefore, the most successful
leaders are the ones who are able to adapt their leadership styles across a
broad range of varying maturity levels readily present within the average
organization. Also factoring into the choice for leadership style are the
individual employees’ willingness and ability to take responsibility for
the task as well as their applicable education and experience.
Given the wide level of variance in these factors, choices surrounding
leadership are highly subjective in regard to the person or work group
that is being influenced as well as the specific job or function that has
been assigned – a situation some say lends itself perfectly to the
Situational Leadership Model.
Steps of situational leadership theory
• Make an overview per employee of his/her task.
• Assess the employee on each task(D1….D4)
• Decide on the leadership (management) style per
task(S1….S4)
• Discuss the situation with the employee.
• Make a join plan
• Follow – up . Check and correct
Leadership styles
Hersey and Blanchard characterized leadership style in
terms of the amount of task behaviour and relationship
behaviour that the leader provides to their followers. They
characterized all leadership styles into four behaviour
types, which they named S1 to S4 there is a clear
distinction between productivity and employee-
development, with the first two styles (telling and selling)
focused on accomplishing the task while styles three and
four (participating and delegating) are more concerned
with the personal development of team members.
S1-Directing
• Within this style, a leader will specifically
instruct subordinates what to do and how to
do it. This style is used at length within the
law enforcement and military communities
as well as on manufacturing assembly
lines, providing a means of managing a
diverse group of people that span a wide
range of experience and maturity levels.
S2- Coaching
• Information and direction will still be provided by
the manger in this style of leadership but there’s also
more two-way communication with subordinates.
Within this role, leaders “sell” their message to get
employees on board, persuading them to work
toward the common goal. A perfect example of this
type of leadership is often found in an internship
situation, with the success of this approach
dependent upon whether the student or apprentice
learner is excited and self-motivated to be on the
job.
S3-Supporting
• With participation, leaders can focus more on
relationships and less on direction. In doing
so, the Situational Leadership manager works
closely with the team and shares decision-
making responsibilities. This style is often
used by corporate leaders who are attempting
to influence a board of directors toward
developing a new policy for which there is no
proven history or established practice.
S4-Delegating
Although the leader will still monitor task- and
organizational-progress, he or she will pass much of the
responsibility for the execution and completion of the
established goals onto the individual subordinates or
dedicated work groups. By delegating, the leader is usually
less involved with decisions and is therefore able to focus
on the work and achievements of subordinates, as seen
commonly in the freedom given to tenured professors who
are allowed to teach in the manner they believe is most
effective while being monitored by a dean or department
head.
Finding the right style
• Finding The right leadership style will
depend on the person or group being led.
The Hersey-Blanchard Situational
Leadership Theory identified four levels of
Maturity M1 through M4 that helps the
leaders in deciding what is the best one for
the present situation:
Maturity Levels
The right leadership style will depend on the person
or group being led. The Hersey-Blanchard
Situational Leadership Theory identified four levels
of Maturity M1 through M4:
M1 - Followers still lack the specific skills required
for the job in hand and are unable and unwilling to
do or to take responsibility for this job or task.
(According to Ken Blanchard "The honeymoon is
over")
M2 - They are unable to take on
responsibility for the task being done;
however, they are willing to work at the
task. They are novice but enthusiastic.
M3 - They are experienced and able to
do the task but lack the confidence or
the willingness to take on responsibility.
M4 - They are experienced at the task, and
comfortable with their own ability to do it well.
They are able and willing to not only do the task, but
to take responsibility for the task.
Maturity levels are also task-specific. A person
might be generally skilled, confident and motivated
in their job, but would still have a maturity level M1
when asked to perform a task requiring skills they
don't possess.
Maturity Level Most Appropriate Leadership Style
M1: Low maturity S1: Telling/directing
M2: Medium maturity, limited skills S2: Selling/coaching
M3: Medium maturity, higher skills but lacking
confidence
S3: Participating/supporting
M4: High maturity S4: Delegating
Hersey-Blanchard model maps each leadership style to
each maturity level, as shown below. To use this model,
reflect on the maturity of individuals within your team. The
table above then shows which leadership style Hersey and
Blanchard consider the most effective for people with that
level of maturity.
M1 = S1
If the employee has a low level of skills, knowledge and
competence, it is probably advantageous to make use of the
leadership style S1. This could possibly be the case when a new
and untrained employee joins the organization, or if tasks of trained
personnel change radically.
M2 = S2
In this stage, the follower is more familiar with his/her tasks, but is
perhaps beginning to lose motivation. In this situation S2 might be
the right leadership style, where leaders should try to convince
followers about the importance of the tasks, and why the followers
should try to develop the required skills.
M3 = S3
In this stage, where the competence followers is high, leaders
could use the S3 leadership style. Leaders could act as consultants
advising the followers on how to get the job done.
Likewise, followers with this high level of maturity may get
motivated by being involved in decision making and by being
enabled to shape the content of his/her tasks.
M4 = S4
In this last stage of maturity, the employee can perform his duties
independently, and is very committed in accomplishing tasks. In
this situation leaders could feasibly adopt the S4 leadership
style, where followers are allowed to conduct and accomplish tasks
independently, and without much supervision by leaders.
By using the situational leadership model, leaders
can therefore flexibly conduct differentiated
leadership, which will support different followers
with different capabilities and job related needs.
Finally, by honouring the different needs of
individuals, leaders may increase the learning
curve of followers, and get a more skilled and
motivated workforce in return.
Case-1
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.
• Your work gets done, but you've damaged
the relationship with your colleague by
your lack of trust. He was an M4 in
maturity, and yet you used an S1
leadership style instead of an S4, which
would have been more appropriate.
Case-2
• 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.
• You estimate they're at an M3 maturity
level, so you use the matching S3
leadership style. You coach them through
the project's goals, pushing and teaching
where necessary, but largely leaving them
to make their own decisions. As a
result, their relationship with you is
strengthened, and the team's efforts are a
success.
Development Level
• Similar to the leadership styles, the development levels
are also situational. A person should be skilled, confident
and motivated for one part of his job but could be less
competent for any other part of the job.
• According to Blanchard and Hersey the leadership styles
(S1-S4) of the leader must correspond to the development
level of the follower and it’s the leader who adapts. By
adopting the right style to suit the follower’s development
level, work gets done, relationships are built up, and most
importantly, the follower’s development level will rise to
D4 to everyone’s benefit
D4 - High Competence, High
Commitment
Experienced at the job, and
comfortable with their own ability to
do it well. May even be more skilled
than the leader.
D3 - High Competence, Variable
Commitment
Experienced and capable, but may
lack the confidence to go it alone, or
the motivation to do it well and
quickly.
D2 - Some Competence, Low
Commitment
May have some relevant skills, but
won't be able to do the job without
help. The task or the situation may
be new to them.
D1 - Low Competence, High
Commitment
Generally lacking the specific skills
required for the job in hand, but has the
confidence to tackle the situation.
Situational leadership theory
Example: New Employee
A new person joins your team and you are asked to
help them through the first few days.
You sit them in front of a PC, tell them they need
to create login accounts on various tools, and push
off to a meeting. They are at level D1 and you have
adopted S4.
Everyone loses because the new person feels
helpless and unmotivated, and they don’t complete
the deliverable.
Appropriate Response
• Leave detailed instructions and a
checklist for the new person, and
they’ll thank you for it.
• Leadership Style – S1: Development
Style – D1
Example: Colleague
You are handing over to an experienced colleague
before you leave for a holiday.
You have listed all the task that need to be done, and
a set of a instructions on how to carry out each one.
They are at level D4, and you have adopted S1. The
work will probably get done, but not the way you
expected, and your colleague despises you for
treating them like an idiot.
Response
• Give a quick chat and a few notes before you
go on holiday, and everything will be fine.
• Leadership Style – S4 : Development Level –
D4
Limitations
• Model fails to distinguish between leadership and
management. What is called leadership style is
really management style. Leadership is not primarily
about making decisions anyway - it is about
inspiring people to change direction.
• Leaders may indeed vary the way they inspire
people to change. But this is when they have already
decided on the need to change. Hence leadership
style does not reduce to decision making style.
CONT…
• Of course both leaders and managers have to behave
differently in different situations. But that is just a
trivial fact of life, rather than anything profound in
terms of our basic understanding of what it means to
lead or manage.
Assumptions of Situational Leadership
• Leaders should adapt their style to follower's 'maturity',
based on how ready and willing the follower is to perform
required tasks (that is, their competence and motivation).
• There are four leadership styles that match the four
combinations of high/low readiness and willingness.
• The four styles suggest that leaders should put greater or
less focus on the task in question and the relationship
between the leader and the follower.
Situational leadership theory

Contenu connexe

Tendances

Module 4 situational lead_lb_6_18_14-nt_lb
Module 4 situational lead_lb_6_18_14-nt_lbModule 4 situational lead_lb_6_18_14-nt_lb
Module 4 situational lead_lb_6_18_14-nt_lblbrook
 
Situational leadership
Situational leadershipSituational leadership
Situational leadershipKetan Kamble
 
situational leadership
situational leadershipsituational leadership
situational leadershipdvsgi
 
Situational Leadership
Situational LeadershipSituational Leadership
Situational LeadershipThe Entourage
 
Leadership
LeadershipLeadership
LeadershipPhama
 
Leadership Styles
Leadership StylesLeadership Styles
Leadership Stylesralindha
 
Leadership - Concepts & Theories
Leadership - Concepts & TheoriesLeadership - Concepts & Theories
Leadership - Concepts & TheoriesShruti Mishra
 
SITUATIONAL LEADERSHIP II
SITUATIONAL LEADERSHIP IISITUATIONAL LEADERSHIP II
SITUATIONAL LEADERSHIP IIsherooo83
 
The contingency leadership theory
The contingency leadership theoryThe contingency leadership theory
The contingency leadership theoryPayel Ghosh
 
Leadership Theories and Styles
Leadership Theories and Styles Leadership Theories and Styles
Leadership Theories and Styles yousaf shah
 
Contingency theories of leadership
Contingency theories of leadershipContingency theories of leadership
Contingency theories of leadershipAnurag Chaturvedi
 
Leadership and leadership approaches
Leadership and leadership approachesLeadership and leadership approaches
Leadership and leadership approachesAMALDASKH
 

Tendances (20)

Module 4 situational lead_lb_6_18_14-nt_lb
Module 4 situational lead_lb_6_18_14-nt_lbModule 4 situational lead_lb_6_18_14-nt_lb
Module 4 situational lead_lb_6_18_14-nt_lb
 
Leadership Style
Leadership StyleLeadership Style
Leadership Style
 
Situational Leadership
Situational LeadershipSituational Leadership
Situational Leadership
 
Situational leadership
Situational leadershipSituational leadership
Situational leadership
 
Leadership
LeadershipLeadership
Leadership
 
situational leadership
situational leadershipsituational leadership
situational leadership
 
Power and leadership
Power and leadership Power and leadership
Power and leadership
 
Situational Leadership
Situational LeadershipSituational Leadership
Situational Leadership
 
Leadership
LeadershipLeadership
Leadership
 
Leadership
LeadershipLeadership
Leadership
 
Leadership Styles
Leadership StylesLeadership Styles
Leadership Styles
 
Leadership - Concepts & Theories
Leadership - Concepts & TheoriesLeadership - Concepts & Theories
Leadership - Concepts & Theories
 
SITUATIONAL LEADERSHIP II
SITUATIONAL LEADERSHIP IISITUATIONAL LEADERSHIP II
SITUATIONAL LEADERSHIP II
 
Leadership
LeadershipLeadership
Leadership
 
The contingency leadership theory
The contingency leadership theoryThe contingency leadership theory
The contingency leadership theory
 
Leadership Theories and Styles
Leadership Theories and Styles Leadership Theories and Styles
Leadership Theories and Styles
 
Contingency theories of leadership
Contingency theories of leadershipContingency theories of leadership
Contingency theories of leadership
 
Leadership
LeadershipLeadership
Leadership
 
Leadership and leadership approaches
Leadership and leadership approachesLeadership and leadership approaches
Leadership and leadership approaches
 
Leadership
LeadershipLeadership
Leadership
 

Similaire à Situational leadership theory

Situational approach to leadership.pptx
Situational approach to leadership.pptxSituational approach to leadership.pptx
Situational approach to leadership.pptxArtkinsSithole
 
Cracking The Situational Leadership Code
Cracking The Situational Leadership CodeCracking The Situational Leadership Code
Cracking The Situational Leadership CodeWorkforce Group
 
Situational leadership model
Situational leadership modelSituational leadership model
Situational leadership modelDarius Njenga
 
Contingency Theories.pptx
Contingency Theories.pptxContingency Theories.pptx
Contingency Theories.pptxHopeKhan
 
Management and leadership notes
Management and leadership notesManagement and leadership notes
Management and leadership notesibrar shahid
 
Leadership styles and theories.
Leadership styles and theories.Leadership styles and theories.
Leadership styles and theories.Mohamed Abu Elnour
 
MPO Leadership Presentation
MPO Leadership PresentationMPO Leadership Presentation
MPO Leadership Presentationguest47fa9b
 
Effective management
Effective managementEffective management
Effective managementSana Ullah
 
Theoretical-Foundations-of-Instructional-Leadership.pptx
Theoretical-Foundations-of-Instructional-Leadership.pptxTheoretical-Foundations-of-Instructional-Leadership.pptx
Theoretical-Foundations-of-Instructional-Leadership.pptxEricArgoso
 
leadership-160222132756.pptx
leadership-160222132756.pptxleadership-160222132756.pptx
leadership-160222132756.pptxRudranilDas11
 

Similaire à Situational leadership theory (20)

Situational approach to leadership.pptx
Situational approach to leadership.pptxSituational approach to leadership.pptx
Situational approach to leadership.pptx
 
Cracking The Situational Leadership Code
Cracking The Situational Leadership CodeCracking The Situational Leadership Code
Cracking The Situational Leadership Code
 
Situational Leadership.pptx
Situational Leadership.pptxSituational Leadership.pptx
Situational Leadership.pptx
 
Situational leadership
Situational leadershipSituational leadership
Situational leadership
 
Situational leadership model
Situational leadership modelSituational leadership model
Situational leadership model
 
Leadership
LeadershipLeadership
Leadership
 
Leadershipmpo
LeadershipmpoLeadershipmpo
Leadershipmpo
 
Essay On The Situational Leadership Model
Essay On The Situational Leadership ModelEssay On The Situational Leadership Model
Essay On The Situational Leadership Model
 
Participative
ParticipativeParticipative
Participative
 
Contingency Theories.pptx
Contingency Theories.pptxContingency Theories.pptx
Contingency Theories.pptx
 
Management and leadership notes
Management and leadership notesManagement and leadership notes
Management and leadership notes
 
Leadership styles and theories.
Leadership styles and theories.Leadership styles and theories.
Leadership styles and theories.
 
Leadership - HBO
Leadership - HBOLeadership - HBO
Leadership - HBO
 
Leadership
LeadershipLeadership
Leadership
 
MPO Leadership Presentation
MPO Leadership PresentationMPO Leadership Presentation
MPO Leadership Presentation
 
Effective management
Effective managementEffective management
Effective management
 
Theoretical-Foundations-of-Instructional-Leadership.pptx
Theoretical-Foundations-of-Instructional-Leadership.pptxTheoretical-Foundations-of-Instructional-Leadership.pptx
Theoretical-Foundations-of-Instructional-Leadership.pptx
 
Find the Road to Good Leadership.docx
Find the Road to Good Leadership.docxFind the Road to Good Leadership.docx
Find the Road to Good Leadership.docx
 
Mpo leadership-presentation
Mpo leadership-presentationMpo leadership-presentation
Mpo leadership-presentation
 
leadership-160222132756.pptx
leadership-160222132756.pptxleadership-160222132756.pptx
leadership-160222132756.pptx
 

Plus de Rohit Kumar

Hrm strategies(2)
Hrm strategies(2)Hrm strategies(2)
Hrm strategies(2)Rohit Kumar
 
Project report on Relationship Of Inflation with Indian Stock Market
Project report on Relationship Of Inflation with Indian Stock MarketProject report on Relationship Of Inflation with Indian Stock Market
Project report on Relationship Of Inflation with Indian Stock MarketRohit Kumar
 
Leadership sudha murthy
Leadership sudha murthyLeadership sudha murthy
Leadership sudha murthyRohit Kumar
 
leadership Adolf Hitler
leadership Adolf Hitlerleadership Adolf Hitler
leadership Adolf HitlerRohit Kumar
 
The imc tools used for communication of cocacola
The imc tools used for communication of cocacolaThe imc tools used for communication of cocacola
The imc tools used for communication of cocacolaRohit Kumar
 
Pricing strategies
Pricing strategiesPricing strategies
Pricing strategiesRohit Kumar
 
New market offerings
New market offeringsNew market offerings
New market offeringsRohit Kumar
 
Marketing communications (1)
Marketing communications (1)Marketing communications (1)
Marketing communications (1)Rohit Kumar
 
Market segmentation
Market segmentationMarket segmentation
Market segmentationRohit Kumar
 
Market segmentation, positioning and value proposition
Market segmentation, positioning and value propositionMarket segmentation, positioning and value proposition
Market segmentation, positioning and value propositionRohit Kumar
 
Innovation and organisation 3 m way
Innovation and organisation  3 m wayInnovation and organisation  3 m way
Innovation and organisation 3 m wayRohit Kumar
 
Designing and managing integrated marketing communication
Designing and managing integrated marketing communicationDesigning and managing integrated marketing communication
Designing and managing integrated marketing communicationRohit Kumar
 
Quantitativ research survey
Quantitativ research  surveyQuantitativ research  survey
Quantitativ research surveyRohit Kumar
 
Qualitative research technique
Qualitative research techniqueQualitative research technique
Qualitative research techniqueRohit Kumar
 
Measurement and scaling noncomparative scaling technique
Measurement and scaling noncomparative scaling techniqueMeasurement and scaling noncomparative scaling technique
Measurement and scaling noncomparative scaling techniqueRohit Kumar
 
Measurement and scaling fundamentals and comparative scaling
Measurement and scaling fundamentals and comparative scalingMeasurement and scaling fundamentals and comparative scaling
Measurement and scaling fundamentals and comparative scalingRohit Kumar
 
Descriptive design survey and observation
Descriptive design survey and observationDescriptive design survey and observation
Descriptive design survey and observationRohit Kumar
 

Plus de Rohit Kumar (20)

Hrm strategies(2)
Hrm strategies(2)Hrm strategies(2)
Hrm strategies(2)
 
Project report on Relationship Of Inflation with Indian Stock Market
Project report on Relationship Of Inflation with Indian Stock MarketProject report on Relationship Of Inflation with Indian Stock Market
Project report on Relationship Of Inflation with Indian Stock Market
 
Leadership sudha murthy
Leadership sudha murthyLeadership sudha murthy
Leadership sudha murthy
 
leadership Adolf Hitler
leadership Adolf Hitlerleadership Adolf Hitler
leadership Adolf Hitler
 
The imc tools used for communication of cocacola
The imc tools used for communication of cocacolaThe imc tools used for communication of cocacola
The imc tools used for communication of cocacola
 
Rural marketing
Rural marketingRural marketing
Rural marketing
 
Pricing strategies
Pricing strategiesPricing strategies
Pricing strategies
 
Positioning
PositioningPositioning
Positioning
 
New market offerings
New market offeringsNew market offerings
New market offerings
 
Marketing communications (1)
Marketing communications (1)Marketing communications (1)
Marketing communications (1)
 
Market segmentation
Market segmentationMarket segmentation
Market segmentation
 
Market segmentation, positioning and value proposition
Market segmentation, positioning and value propositionMarket segmentation, positioning and value proposition
Market segmentation, positioning and value proposition
 
Innovation and organisation 3 m way
Innovation and organisation  3 m wayInnovation and organisation  3 m way
Innovation and organisation 3 m way
 
Designing and managing integrated marketing communication
Designing and managing integrated marketing communicationDesigning and managing integrated marketing communication
Designing and managing integrated marketing communication
 
Sampling
SamplingSampling
Sampling
 
Quantitativ research survey
Quantitativ research  surveyQuantitativ research  survey
Quantitativ research survey
 
Qualitative research technique
Qualitative research techniqueQualitative research technique
Qualitative research technique
 
Measurement and scaling noncomparative scaling technique
Measurement and scaling noncomparative scaling techniqueMeasurement and scaling noncomparative scaling technique
Measurement and scaling noncomparative scaling technique
 
Measurement and scaling fundamentals and comparative scaling
Measurement and scaling fundamentals and comparative scalingMeasurement and scaling fundamentals and comparative scaling
Measurement and scaling fundamentals and comparative scaling
 
Descriptive design survey and observation
Descriptive design survey and observationDescriptive design survey and observation
Descriptive design survey and observation
 

Dernier

Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 

Dernier (20)

Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 

Situational leadership theory

  • 1. You've just finished training the newest member of your team. Now that he's ready to start working, you give him the data that you need him to enter into the company's database, and then you hurry off to a meeting. When you return later that afternoon, you're disappointed to find that he hasn't done anything. He didn't know what to do, and he didn't have the confidence to ask for help. As a result, hours have been lost, and now you have to rush to enter the data on time. Although you may want to blame the worker, the truth is that you're as much to blame as he is. How can you avoid situations like this?
  • 3. OVERVIEW • What is situational leadership theory. • Leadership behaviour and styles • Motivational levels • Development levels • Why is it popular among managers • Practical examples and application
  • 4. What Is Situational Leadership? • A theory of leadership that proposes that leaders change their leadership styles based on who they are leading. • Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence. With situational leadership, it is up to the leader to change his style, not the follower to adapt to the leader’s style. In situational leadership, the style may change continually to meet the needs of others in the organization based on the situation.
  • 5. Created by professor and author Dr. Paul Hersey and author Ken Blanchard, the Situational Leadership Model is a theory of business leadership that promotes the benefits of combining a range of managerial styles to cater to different people within the same organization. This is opposed to the more traditional view of the executive manager who may employ the same leadership tactics across an entire organization, more than likely passing directives down through subordinates and other intermediaries. But by employing the strategies put forth in the Situational Leadership Model, a manager would potentially have the capabilities to deal with a wide range of people and thereby create a more employee-centric and innovative organization through the level of direct contact he or she has with members at all levels. Further, the leader would be free to place more or less emphasis on a particular task as well as more or less emphasis on relationships with employees – enabling them to focus on the component most needed to get the task accomplished successfully.
  • 6. One Size Doesn’t Fit All The core foundation of the Situational Leadership Model is the belief that there is no single “best” approach to leadership. Instead, effective leadership is viewed as task-relevant. Therefore, the most successful leaders are the ones who are able to adapt their leadership styles across a broad range of varying maturity levels readily present within the average organization. Also factoring into the choice for leadership style are the individual employees’ willingness and ability to take responsibility for the task as well as their applicable education and experience. Given the wide level of variance in these factors, choices surrounding leadership are highly subjective in regard to the person or work group that is being influenced as well as the specific job or function that has been assigned – a situation some say lends itself perfectly to the Situational Leadership Model.
  • 7. Steps of situational leadership theory • Make an overview per employee of his/her task. • Assess the employee on each task(D1….D4) • Decide on the leadership (management) style per task(S1….S4) • Discuss the situation with the employee. • Make a join plan • Follow – up . Check and correct
  • 8. Leadership styles Hersey and Blanchard characterized leadership style in terms of the amount of task behaviour and relationship behaviour that the leader provides to their followers. They characterized all leadership styles into four behaviour types, which they named S1 to S4 there is a clear distinction between productivity and employee- development, with the first two styles (telling and selling) focused on accomplishing the task while styles three and four (participating and delegating) are more concerned with the personal development of team members.
  • 9. S1-Directing • Within this style, a leader will specifically instruct subordinates what to do and how to do it. This style is used at length within the law enforcement and military communities as well as on manufacturing assembly lines, providing a means of managing a diverse group of people that span a wide range of experience and maturity levels.
  • 10. S2- Coaching • Information and direction will still be provided by the manger in this style of leadership but there’s also more two-way communication with subordinates. Within this role, leaders “sell” their message to get employees on board, persuading them to work toward the common goal. A perfect example of this type of leadership is often found in an internship situation, with the success of this approach dependent upon whether the student or apprentice learner is excited and self-motivated to be on the job.
  • 11. S3-Supporting • With participation, leaders can focus more on relationships and less on direction. In doing so, the Situational Leadership manager works closely with the team and shares decision- making responsibilities. This style is often used by corporate leaders who are attempting to influence a board of directors toward developing a new policy for which there is no proven history or established practice.
  • 12. S4-Delegating Although the leader will still monitor task- and organizational-progress, he or she will pass much of the responsibility for the execution and completion of the established goals onto the individual subordinates or dedicated work groups. By delegating, the leader is usually less involved with decisions and is therefore able to focus on the work and achievements of subordinates, as seen commonly in the freedom given to tenured professors who are allowed to teach in the manner they believe is most effective while being monitored by a dean or department head.
  • 13. Finding the right style • Finding The right leadership style will depend on the person or group being led. The Hersey-Blanchard Situational Leadership Theory identified four levels of Maturity M1 through M4 that helps the leaders in deciding what is the best one for the present situation:
  • 14. Maturity Levels The right leadership style will depend on the person or group being led. The Hersey-Blanchard Situational Leadership Theory identified four levels of Maturity M1 through M4: M1 - Followers still lack the specific skills required for the job in hand and are unable and unwilling to do or to take responsibility for this job or task. (According to Ken Blanchard "The honeymoon is over")
  • 15. M2 - They are unable to take on responsibility for the task being done; however, they are willing to work at the task. They are novice but enthusiastic. M3 - They are experienced and able to do the task but lack the confidence or the willingness to take on responsibility.
  • 16. M4 - They are experienced at the task, and comfortable with their own ability to do it well. They are able and willing to not only do the task, but to take responsibility for the task. Maturity levels are also task-specific. A person might be generally skilled, confident and motivated in their job, but would still have a maturity level M1 when asked to perform a task requiring skills they don't possess.
  • 17. Maturity Level Most Appropriate Leadership Style M1: Low maturity S1: Telling/directing M2: Medium maturity, limited skills S2: Selling/coaching M3: Medium maturity, higher skills but lacking confidence S3: Participating/supporting M4: High maturity S4: Delegating Hersey-Blanchard model maps each leadership style to each maturity level, as shown below. To use this model, reflect on the maturity of individuals within your team. The table above then shows which leadership style Hersey and Blanchard consider the most effective for people with that level of maturity.
  • 18. M1 = S1 If the employee has a low level of skills, knowledge and competence, it is probably advantageous to make use of the leadership style S1. This could possibly be the case when a new and untrained employee joins the organization, or if tasks of trained personnel change radically. M2 = S2 In this stage, the follower is more familiar with his/her tasks, but is perhaps beginning to lose motivation. In this situation S2 might be the right leadership style, where leaders should try to convince followers about the importance of the tasks, and why the followers should try to develop the required skills.
  • 19. M3 = S3 In this stage, where the competence followers is high, leaders could use the S3 leadership style. Leaders could act as consultants advising the followers on how to get the job done. Likewise, followers with this high level of maturity may get motivated by being involved in decision making and by being enabled to shape the content of his/her tasks. M4 = S4 In this last stage of maturity, the employee can perform his duties independently, and is very committed in accomplishing tasks. In this situation leaders could feasibly adopt the S4 leadership style, where followers are allowed to conduct and accomplish tasks independently, and without much supervision by leaders.
  • 20. By using the situational leadership model, leaders can therefore flexibly conduct differentiated leadership, which will support different followers with different capabilities and job related needs. Finally, by honouring the different needs of individuals, leaders may increase the learning curve of followers, and get a more skilled and motivated workforce in return.
  • 21. Case-1 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.
  • 22. • Your work gets done, but you've damaged the relationship with your colleague by your lack of trust. He was an M4 in maturity, and yet you used an S1 leadership style instead of an S4, which would have been more appropriate.
  • 23. Case-2 • 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.
  • 24. • You estimate they're at an M3 maturity level, so you use the matching S3 leadership style. You coach them through the project's goals, pushing and teaching where necessary, but largely leaving them to make their own decisions. As a result, their relationship with you is strengthened, and the team's efforts are a success.
  • 25. Development Level • Similar to the leadership styles, the development levels are also situational. A person should be skilled, confident and motivated for one part of his job but could be less competent for any other part of the job. • According to Blanchard and Hersey the leadership styles (S1-S4) of the leader must correspond to the development level of the follower and it’s the leader who adapts. By adopting the right style to suit the follower’s development level, work gets done, relationships are built up, and most importantly, the follower’s development level will rise to D4 to everyone’s benefit
  • 26. D4 - High Competence, High Commitment Experienced at the job, and comfortable with their own ability to do it well. May even be more skilled than the leader.
  • 27. D3 - High Competence, Variable Commitment Experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well and quickly.
  • 28. D2 - Some Competence, Low Commitment May have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them.
  • 29. D1 - Low Competence, High Commitment Generally lacking the specific skills required for the job in hand, but has the confidence to tackle the situation.
  • 31. Example: New Employee A new person joins your team and you are asked to help them through the first few days. You sit them in front of a PC, tell them they need to create login accounts on various tools, and push off to a meeting. They are at level D1 and you have adopted S4. Everyone loses because the new person feels helpless and unmotivated, and they don’t complete the deliverable.
  • 32. Appropriate Response • Leave detailed instructions and a checklist for the new person, and they’ll thank you for it. • Leadership Style – S1: Development Style – D1
  • 33. Example: Colleague You are handing over to an experienced colleague before you leave for a holiday. You have listed all the task that need to be done, and a set of a instructions on how to carry out each one. They are at level D4, and you have adopted S1. The work will probably get done, but not the way you expected, and your colleague despises you for treating them like an idiot.
  • 34. Response • Give a quick chat and a few notes before you go on holiday, and everything will be fine. • Leadership Style – S4 : Development Level – D4
  • 35. Limitations • Model fails to distinguish between leadership and management. What is called leadership style is really management style. Leadership is not primarily about making decisions anyway - it is about inspiring people to change direction. • Leaders may indeed vary the way they inspire people to change. But this is when they have already decided on the need to change. Hence leadership style does not reduce to decision making style.
  • 36. CONT… • Of course both leaders and managers have to behave differently in different situations. But that is just a trivial fact of life, rather than anything profound in terms of our basic understanding of what it means to lead or manage.
  • 37. Assumptions of Situational Leadership • Leaders should adapt their style to follower's 'maturity', based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation). • There are four leadership styles that match the four combinations of high/low readiness and willingness. • The four styles suggest that leaders should put greater or less focus on the task in question and the relationship between the leader and the follower.