1. OHT SL.1OBJECTIVES The participants will: Identify two basic leader behaviors.Identify two basic leader behaviors. Identify four leadership styles.Identify four leadership styles. Identify four development levels of followers.Identify four development levels of followers. Describe the relationship between development level and leadership style.Describe the relationship between development level and leadership style. Demonstrate diagnostic skills for choosing an appropriate leadership style for a given development level of a follower.Demonstrate diagnostic skills for choosing an appropriate leadership style for a given development level of a follower. Identify how to provide direction and support to followers and deal with difficulties encountered by followers.Identify how to provide direction and support to followers and deal with difficulties encountered by followers.

2. OHT SL.2 OVERVIEW IntroductionIntroduction FlexibilityFlexibility DiagnosisDiagnosis Matching Your Leadership Style to the Follower's Development LevelMatching Your Leadership Style to the Follower's Development Level CommunicationCommunication Using Situational Leadership: A SummaryUsing Situational Leadership: A Summary

3. OHT SL.3 LEADERSHIP IS THE PROCESS OF INFLUENCING OTHERS TOWARD THE ACHIEVEMENT OF ORGANIZATIONAL GOALS

4. OHT SL.4 DYNAMIC AND EFFECTIVE LEADERSHIP

5. OHT SL.5 DYNAMIC Responsive to the changing needs of their followers

6. OHT SL.6 EFFECTIVE Accomplishing organizational goals through competent and committed followers

7. OHT SL.7 LEADERSHIP STYLE The way you supervise

8. OHT SL.8 DYNAMIC AND EFFECTIVE LEADERS VARY THEIR LEADERSHIP STYLE ACCORDING TO THE SITUATION AND THE NEEDS OF THE FOLLOWER

9. OHT SL.9 SITUATIONAL LEADERSHIP SKILLS FlexibilityFlexibility DiagnosisDiagnosis CommunicationCommunication

10. OHT SL.10 FLEXIBILITY The ability to change your leadership style to fit the needs of the follower

11. OHT SL.11 FOUR LEADERSHIP STYLES FOUR LEADERSHIP STYLES Directing (S-1)Directing (S-1) Coaching (S-2)Coaching (S-2) Supporting (S-3)Supporting (S-3) Delegating (S-4)Delegating (S-4)

12. OHT SL.12 DIRECTIVE BEHAVIOR One-way communicationOne-way communication Close supervisionClose supervision FeedbackFeedback

13. OHT SL.13 DIRECTIVE BEHAVIOR (cont'd) StructureStructure ControlControl SuperviseSupervise

14. OHT SL.14 SUPPORTIVE BEHAVIOR Two-way communicationTwo-way communication ListeningListening Explaining decisionsExplaining decisions Support, encouragement, and praiseSupport, encouragement, and praise Facilitating involvement in decisionmakingFacilitating involvement in decisionmaking

15. OHT SL.15 SUPPORTIVE BEHAVIOR ListenListen PraisePraise FacilitateFacilitate

16. OHT SL.16 S1 DIRECTING High Direction Low Support DIRECTIVE BEHAVIOR (Low) SUPPORTIVE BEHAVIOR (High (High) (High)

17. OHT SL.17 DIRECTING High Direction Low Support DIRECTIVE BEHAVIOR (Low) SUPPORTIVE BEHAVIOR (High (High) (High) S1 S2 COACHING High Direction High Support

18. OHT SL.18 S1 DIRECTING High Direction Low Support DIRECTIVE BEHAVIOR (Low) SUPPORTIVE BEHAVIOR (High (High) (High) S2 COACHING High Direction High Support S3 SUPPORTING Low Direction High Support

19. OHT SL.19 S1 DIRECTING High Direction Low Support DIRECTIVE BEHAVIOR (Low) SUPPORTIVE BEHAVIOR (High (High) (High) S2 COACHING High Direction High Support S3 SUPPORTING Low Direction High Support S4 DELEGATING Low Direction Low Support

20. OHT SL.20 FOUR STYLES DIFFER IN TERMS OF: Amount of directionAmount of direction Amount of supportAmount of support

21. OHT SL.21 IN ALL FOUR STYLES THE LEADER: Sets goalsSets goals Observes performanceObserves performance Provides feedbackProvides feedback Remains accountableRemains accountable

22. OHT SL.22 FOUR STYLES OF LEADERSHIP SupportingnotRescuing CoachingnotSmothering S-3 S-2 DelegatingnotAbdicating S-4 DirectingnotDictating S-1

23. OHT SL.23 DIAGNOSIS The ability to accurately assess the needs of the follower.

24. OHT SL.24 DEVELOPMENT LEVEL A measure of an individual's degree of competence and level of commitment to complete a specific task.

25. OHT SL.25 COMPETENCE Knowledge and Skills

26. OHT SL.26 COMMITMENT Confidence and Motivation

27. OHT SL.27 FOUR DEVELOPMENT LEVELS DEVELOPEDDEVELOPING D4 D3D2 D1 HIGHCOMPETENCE HIGHCOMPETENCE HIGHCOMPETENCE HIGHCOMPETENCE VARIABLECOMMITMENT SOMECOMPETENCE LOW COMMITMENT COMMITMENT LOWCOMPETENCE

28. OHT SL.28 THE ENTHUSIASTIC BEGINNER (D1) Lack of knowledge and skillsLack of knowledge and skills Excitement and/or confidenceExcitement and/or confidence

29. OHT SL.29 THE DISILLUSIONED LEARNER (D-2) Task proficiency increasingTask proficiency increasing Self-confidence decreasingSelf-confidence decreasing

30. OHT SL.30 THE RELUCTANT CONTRIBUTOR (D-3) High competenceHigh competence Lacks self-confidence or motivationLacks self-confidence or motivation

31. OHT SL.31 THE PEAK PERFORMER (D-4) High competenceHigh competence Self-confident and self- motivatedSelf-confident and self- motivated Willing to take on additional responsibilityWilling to take on additional responsibility

32. OHT SL.32 THE FOUR LEADERSHIP STYLES S1 DIRECTING High Direction Low Support (Low) SUPPORTIVE BEHAVIOR (High (High) S2 COACHING High Direction High Support S3 SUPPORTIN G Low Direction High Support S4 DELEGATING Low Direction Low Support (High) DIRECTIVE BEHAVIOR HIGHMODERATELOW D4D3D2D1 DEVELOPED DEVELOPING DEVELOPMENT LEVEL OF FOLLOWER(S)

33. OHT SL.33 DIRECTING (S-1) For individuals who: Lack competenceLack competence Need direction and supervision to get started and stay on trackNeed direction and supervision to get started and stay on track

34. OHT SL.34 COACHING (S-2) For individuals who: Have some competenceHave some competence Still need directionStill need direction Need positive reinforcementNeed positive reinforcement Need some involvement in decisionmakingNeed some involvement in decisionmaking

35. OHT SL.35 SUPPORTING (S-3) For individuals who: Have mastered the taskHave mastered the task Lack self-confidence or motivationLack self-confidence or motivation

36. OHT SL.36 DELEGATING (S-4) For individuals who: Perform well without supervisionPerform well without supervision Are self-confidentAre self-confident Are highly motivatedAre highly motivated

37. OHT SL.37 KEY CONCEPTS Development level must be assessed with a specific task in mindDevelopment level must be assessed with a specific task in mind An individual's development level varies from task to taskAn individual's development level varies from task to task A decline in performance will require the leader to move back to previous styleA decline in performance will require the leader to move back to previous style

38. OHT SL.38 COMMUNICATION The ability to reach a mutual understanding with each follower regarding the leadership style which most effectively meets his/her needs

39. OHT SL.39 SITUATIONAL LEADERSHIP Is not something you do to people, It is something you do with people

40. OHT SL.40 SHARE YOUR KNOWLEDGE OF SITUATIONAL LEADERSHIP

41. OHT SL.41 "SMART" TASK ASSIGNMENTS S = Specific M = Measurable A = Attainable R = Relevant T = Trackable

42. OHT SL.42 REACH AGREEMENT ON: Follower's development levelFollower's development level Appropriate leadership styleAppropriate leadership style

43. OHT SL.43 IDENTIFY PROBLEM AREA(S) Competence problem?Competence problem? Commitment problem?Commitment problem?

44. OHT SL.44 FOR COMPETENCE PROBLEMS PROVIDE TrainingTraining Re-orientationRe-orientation ObservationObservation FeedbackFeedback

45. OHT SL.45 FOR MOTIVATION PROBLEMS PROVIDE: Positive reinforcementPositive reinforcement Supportive listeningSupportive listening Better rewardsBetter rewards More serious consequencesMore serious consequences

46. OHT SL.46 FOR CONFIDENCE PROBLEMS PROVIDE: Reassurance and supportReassurance and support EncouragementEncouragement Positive feedbackPositive feedback

47. OHT SL.47 USING SITUATIONAL LEADERSHIP Define the taskDefine the task Diagnose development levelDiagnose development level Match level with leadership styleMatch level with leadership style Deliver selected styleDeliver selected style Evaluate effectivenessEvaluate effectiveness

48. OHT SL.48 "EVERYONE HAS PEAK PERFORMANCE POTENTIAL. YOU JUST NEED TO KNOW WHERE THEY'RE COMING FROM AND MEET THEM THERE." (Blanchard)