1. Situational Leadership
(Hersey, P. and Blanchard, K.H.)
Presented by
William H. Pascol, IV
Chief, Business Analysis & Integration Division
DLA Finance - J8CP
September 7, 2017
Stewardship Committee - ( )

2. Overview Other Leadership Models Fundamentals of Leadership WIIFM
Best Leader/Worst Leader
Introduction
Purpose
Definitions
Three Skills of a Situational Leader
Development Levels for Diagnosis
Four Development Levels
Flexibility - Second Skill of a Situational Leader
Situational Leadership Model
A Few Thoughts to Ponder
Words to Live By

3. Other Leadership Models
Behavioral Based
Strategic
Emotional Intelligence
Leadership Styles

4. Fundamentals of Leadership
Leadership is Imperative
Leadership is Purposeful
Leadership is “Not About You”

5. WIIFM
Imperative for successful leadership of teams and of an organization
Relevant and applicable to every avenue of leadership – professional and personal
Good to know for success with immediate supervisors/management
Useful for personal knowledge and advancement
Reduces conflict
Helps make problem solving and decision making more efficient and effective

6. Best Leader/Worst Leader
How would you describe the best leader you encountered in terms of how they influenced your behavior?
How would you describe the worst leader you encountered in terms of how they influenced your behavior?
What did the best leader know that the worst did not know?

7. Introduction Situational Leadership
Is a model of developing people, and is a language as well as a strategy, for providing the right amount of direction and support to the people you lead.
The role of a Situational Leader, as teacher and coach, is to challenge the people he or she works with to become increasingly self-motivated and self-directed. Situational Leaders provide an environment of motivation and confidence where people can learn to develop their skills, share their talents, and contribute to the organization’s success.

8. Purpose
Open up lines of communication – increase the frequency and quality of conversations about performance and development between you and your co-workers
Help others develop competence and commitment
Teach others how to provide their own direction and support
Value and honor differences

9. Definitions Leadership
An influence process. When you are a leader, you work with people to help them accomplish their goals and the goals of the organization.
Leadership style
The pattern of behaviors you use with others over time, as perceived by them.

10. Three Skills of a Situational Leader
Diagnosis
The willingness and ability to look at a situation and assess
others’ development needs in order to decide which leadership
style is the most appropriate for the goal or task at hand.
Flexibility
The ability to use a variety of leadership styles comfortably.
Partnering for Performance
Reaching agreements with others about the leadership style(s) they need from you to achieve their goals and the organization’s goals.

11. Development Levels for Diagnosis
Competence
A person’s demonstrated task – specific knowledge and skills, and transferable knowledge and skills on a given goal or task.
Commitment
A measure of an individual’s motivation and confidence in relation to a specific goal or task. Commitment is attitudinal; it is inferred from behavior.

12. Four Development Levels
A good leader develops “the competence and commitment of their people so they’re self-motivated rather than dependent on others for direction and guidance.” According to Hersey's book, a leader’s high, realistic expectation causes high performance of followers; a leader’s low expectations leads to low performance of followers. According to Ken Blanchard, four combinations of competence and commitment make up what we call 'development level.'
D1 - Low competence and high commitment
D2 - Low competence and low commitment
D3 - High competence and low/variable commitment
D4 - High competence and high commitment
In order to make an effective cycle, a leader needs to motivate followers properly.

13. Four Development Levels (continued)
D1 - Low Competence and High Commitment
An individual at D1 is interested in and enthusiastic about the goal or task, but lacks skills and experience.
D2 - Low to Some Competence and Low Commitment
An individual at D2 usually has developed some skills in relation to the goal or task but is often frustrated and demotivated due to unmet expectations. The drop in commitment is natural, but it will pass more quickly with the appropriate leadership style.

14. Four Development Levels (continued)
D3 - Moderate to High Competence and Variable Commitment
An individual at D3 has fairly good skills in regards to the goal or task, but his or her confidence may be shaky, which can affect motivation. Motivation can also be low at D3 because of job- related or personal issues.
D4 - High Competence and High Commitment
An individual at D4 has mastered the goal or task and is excited, motivated, and confident.

15. Flexibility - Second Skill of a Situational Leader
Directive Leadership Behavior
The extent to which a leader:
- Sets goals and clarifies expectations
- Tells and shows an individual what to do, when, and
how to do it
- Closely supervises, monitors, and evaluates performance
Five Key Directive Leadership Behaviors
- Structure
- Organize
- Teach
- Supervise
- Evaluate

16. Flexibility - Second Skill of a Situational Leader (continued)
Supportive Leadership Behavior
The extent to which a leader:
- Engages in more two-way communication
- Listens and provides support and encouragement
- Involves the other person in decision making
- Encourages and facilitates self-reliant problem solving
Five Key Directive Leadership Behaviors
- Asks for input
- Listens
- Facilitates problem solving
- Explains why
- Encourages

17. Situational Leadership Model Four Leadership Styles

18. Situational Leadership Model Four Leadership Styles (continued)
In all Four Styles, the Leader:
Makes sure goals and expectations are clear
Observes and monitors performance
Provides feedback

19. A Few Thoughts to Ponder
Competence
A person’s demonstrated task - specific knowledge and skills and transferable knowledge and skills on a given goal or task.
Commitment
A measure of an individual’s motivation and confidence in relation to a specific goal or task. Commitment is attitudinal; it is inferred from behavior.
Relationship
What is hindering this action?

20. Add Value! Serve! Lead! Words To Live By Words To Live By:
“A life is not important, except in the impact it has on other lives.” Jackie Robinson

21. QUESTIONS?
Stewardship Committee - ( )

22. THANK YOU!
Stewardship Committee - ( )