1. Situational Leadership
Empowering People to Be Their Best!

2. Stages of Learning Unconscious incompetence Conscious incompetence
Conscious competence
Unconscious competence

3. Response to Leadership
What factors influence how people respond to your leadership?
Why do some respond differently than others?
Take a few ideas from the group.

4. The Leader’s Role: A Catalyst for Performance
“To reach inside each employee and release his/her unique talents into performance.”
First, Break All the Rules
If this is the role of leader – how do they do it? Each employee is unique so requires a unique approach. What they found in the research with over 800, 000 people world wide is that the best managers treated everyone differently. This goes counter to the “fairness” ethic. Each person has different needs depending both on their personal style and on their developmental level on each task so the “right” thing to do to release their talents is to adapt your style to suite them. This may look unfair, but if you communicate to people why you are doing this then they can become partners with you in identifying their needs and asking for the support they need from you.
“Creates performance in each employee by speeding up the reaction between the employees talents and the company’s goals, and between the employees talents and the customers’ needs.”
First, Break All the Rules
Interviewed the best managers in the world and systematically compared their answers with average managers.
Over 80,000 managers in over 400 companies
Great managers recognize that each person is motivated differently, has his own woay of thinking and own style of relating to others.
Great managers do not treat everyone equally!
“ The manager role is to reach inside each employee and release his unique talents into performance.”

5. The Four Leadership Styles
Directing
Coaching
Supporting
Delegating
There is no best style!
There is only the best match to the person and the task.
Ask if they can remember what each style is.

6. Determining Development Level
Development is a combination of:
Competence Knowledge & Skills
Commitment Motivation & Confidence
Competence is evident in performance
Commitment is evident in attitudes and behaviours such as body language, eye contact, etc.
Cultural differences in non-verbals may make it more difficult to determine commitment because motivation (or interest and enthusiasm) is usually communicated differently in different cultures. Also can be communicated differently in different styles. For example – a person who is an introvert will not be as overtly expressive if they are very interested or enthusiastic about something as an extrovert will be.

7. The Four Development Levels
High
Moderate
Low
High Competence
High Commitment
Moderate to High Competence
Variable Commitment
Low to Some Competence
Low Commitment
Low Competence D4
Self-reliant Achiever D3
Capable but Cautious Performer D2
Disillusioned Learner D1
Enthusiastic Beginner
Remember that development level does not apply to the person, it applies to the task.
Eg. You may be D4 in sales or service but in leadership you are D2 or D3 – or even more specifically, you could be a D3 in decision making and goal setting but a D2 in feedback and performance management. You can use this model to identify your own developmental needs as well.
As a manager this is challenging as it requires you to pay attention to the strengths and talents of your team so you will know what style they need in each situation.

8. Leadership Styles Combine Two Behaviours
Directive Behaviour:
How to do the task
Telling and showing
Providing frequent feedback
Key to developing competence
Supportive Behaviour:
Develops initiative, attitudes and feelings towards task
Praising, listening, encouraging, involving
Key to building commitment

9. Directive Behaviour Setting goals and objectives
Planning and organizing work in advance
Identifying job priorities
Clarifying roles (leader and employee)
Establishing timelines
Determining methods of evaluation
Teaching the employee how to do a task
Closely supervising progress

10. Supportive Behaviours
Encouraging, reassuring, praising
Listening to problems (job and non-job related)
Involving the person in decision making
Explaining why
Encouraging self-reliant problem solving
Making info about the organization accessible
Disclosing information about self
Encouraging teamwork

11. Leadership Style & Development Level
D2: Disillusioned Learner: Need to build both competence and commitment
D3: Capable but Cautious Performer: Build commitment by incr. confidence in ability to go solo
D1: Enthusiastic Beginner
Need and want direction to get started. Create success asap.
D4: Self-reliant Achiever
Competence & commitment increase with full control/resp.
Any questions about the model

12. Self Awareness is Key
Self knowledge is a “must” to be a trusted leader:
Know how personal style and preferences work for or against you.
Find ways to use strengths and compensate for weaknesses.
Now let’s look at how to apply all this. The first place to start is by understanding that, like personal style, you have a preferred leadership style.

13. The Leader Behavior Analysis LBA II
Style Flexibility
Primary Leadership Style
Secondary Leadership Style
Developing Leadership Style
Style Effectiveness
How do I Improve?

14. How well are you able to jump between different styles?
Style Flexibility
How well are you able to jump between different styles?

15. Primary Leadership Style
Where are you most comfortable as a leader?

16. Secondary Leadership Style
What is your back-up strategy?

17. Developing Leadership Style
What do you need to work on?

18. Style Effectiveness
Are you making the best leadership choices for each situation?

19. Exploring Style Effectiveness
Groups of 3-4
Look at your 2 assigned scenarios from the LBAII
Look at the rating for each answer (P, F, G, or E) on the style effectiveness section.
Discuss why the answers are rated this way.
Do you agree or disagree? Explain.
Report back to the group.

20. How Do I Improve?
Partner with someone who has your weakest style as their strongest
Ask for coaching when handling situations that require your developing style
Ask your team to tell you what they would like from you (support or direction)

21. All Styles Identify desired outcomes Ensure goals are clear
Observe and monitor performance
Give feedback

22. Development & Regressive Cycles
Every new task goes through 4 sequential levels
Performance improvements prompt forward shifts in leadership style
Performance decreases prompt backwards shifts
Move one style at a time
Leave-alone-zap!
Leave alone zap style is when manager tells inexperienced person what to do – S1 then jumps to an inappropriate delegating style.

23. Creating Partnerships