there are __ skills for becoming a situational leader:
3: flexibility (learn how to use a variety of leadership styles based on the needs of the people you work with), diagnosis (learn when different styles are appropriate), and partnering (learn how to come to some agreements with the people you work with about the style they need from you)
there are __ basic leadership styles:
4: directing (S1), coaching (S2), supporting (S3), delegating (S4)
leader provides specific direction & closely monitors task accomplishment; high direction, low support;
leader continues directing & closely monitoring task accomplishment but explains decisions, solicits suggestions, supports progress; begin 2 way communication; high direction, high support; still give your own opinion but ask for ideas
the leader facilitates and supports people's efforts toward task accomplishment and shares responsibility for decision-making with them; low direction, high support; no longer offer opinion, just asks for ideas from the employee
the leader turns over responsibility for decision-making and problem-solving to people; low direction, low support
there are __ basic leadership behaviors
2: directive (structure, organize, teach, supervise) and supportive (praise, listen, ask, explain, facilitate)
when might you use directing?
quick, high stakes decisions; inexperienced people who have the potential to be self-directive; people with some skills but minimal knowledge of the company
match follower development to leadership style
enthusiastic beginners=delegating; disillusioned learner=coaching; reluctant/cautious contributor (needs confidence & recognition)=supporting, self reliant achiever (competent, committed, provide own support)=delegating
what is key to becoming a situational leader?
diagnosing a situation before you act
competence vs. ability
a function of knowledge and skills which can be gained from education, training and or experience; learned & developed vs. inherently born with
a combination of confidence (self-assuredness) and motivation (person's interest in and enthusaism for doing a task well)
there are __ development levels:
4: D1 (developing; low competence, high commitment), D2 (some-low competence, low commitment), D3 (moderate-high competence, variable commitment), D4 (high competence, high commitment, developed)
goal of situational leadership
gradually increase competence and confidence of employees to beginning to use less time-consuming styles and still get high-quality results
there are ___ steps to develop a person's competence & commitment:
5: 1. tell them what to do 2. show them what to do (model the behavior) 3. let them try 4. observe performance 5. praise progress
what do you do in the beginning when you're first trying to develop someone and the performance is not even approximately right?
return to goal setting; admit that you must have made a mistake and given them something to do that they didn't understand
there are __ secrets of situational leadership
3: goals, praisings, reprimands
start performance in the right direction and permit a manager to analyze a person's competence and commitment (development level) to perform well
foster improvements in the development level of individuals and permit a manager to gradually change leadership styles from more direction and support to less; help move to next stage (D1, D2, D3)
stop poor performance and may mean that a manager has to gradually move back from less direction and support to more direction and support; reserved for D3 & D4, sometimes D2
specific & measurable, motivating, attainable, relevant, trackable
partnering for performance game plan
1. Start with goal setting - area of responsibility/goal and performance standard/measures agreed upon 2. diagnose the development level, reaching an agreement with the employee 3. match the development level to a leadership style 4. deliver the appropriate leadership style; if there's good performance, proceed; if there's poor performance, go back to more support and more direction; when successful, set new goals; when unsuccessful, review, clarify, and agree on the goals
what is a leadership style?
the way you lead or coach someone
all leadership styles: similarities & where they differ
1-4: present problem; 1-2: present desired action; 1; meet back & review; 2: can you do that? any questions? 3: present desired end result, how do you think it should be solved? 4: take care of it
what do leaders do?
whatever the people they supervise can't do at the present moment
on what leadership stage(s) do you spend the most time?
S1 & S2
there are ___ parts to a performance review
3: performance planning, day-to-day coaching, performance evaluation