2. IMPLEMENTING SITUATIONAL LEADERSHIP: BUILDING COMMITMENTS

3. Two of the most important activities a manager can perform are: 1. Making decisions that stick 1. Making decisions that stick 2. Building commitments 2. Building commitments

4. Making Effective Decisions Your chances for current success and future career advancement are helped if you can: Your chances for current success and future career advancement are helped if you can: 1. Make the right decisions in areas you control. 2. Submit sound recommendations when requested by your supervisor. 2. Submit sound recommendations when requested by your supervisor.

5. Some Causes for Decision- Making Difficulties Inadequate input Inadequate input Conflicting information Conflicting information Budget restraints Budget restraints Time squeezes Time squeezes Scarce resources Scarce resources

6. Situational Leadership Situational leadership can serve as a simple and logical framework for making decisions that stick. Situational leadership can serve as a simple and logical framework for making decisions that stick.

7. Four Decision-Making Styles Authoritative Authoritative Consultative Consultative Facilitative Facilitative Delegative Delegative Each style has a high probability of getting results if used in the appropriate circumstances.

8. Authoritative Decision Making The manager has the necessary experience and information to reach a conclusion. The manager has the necessary experience and information to reach a conclusion. Followers do not have the ability, willingness, or confidence to help. Followers do not have the ability, willingness, or confidence to help. You are the only source of information or expertise. You are the only source of information or expertise. Common phrases: “I’ve decided that …” “Here’s what we’re going to do.”

9. Consultative Decision Making The manager has the necessary experience and information to reach a conclusion. The manager has the necessary experience and information to reach a conclusion. The followers possess some experience or knowledge and are willing but not yet able to help. The followers possess some experience or knowledge and are willing but not yet able to help. The manager gets input before making the decision, making it clear the final decision is his. Common phrases: “What do you know about…” “I’d like some information on …”

10. Advantages of Consultative Decision Making Increase the likelihood your decision will be correct. Increase the likelihood your decision will be correct. Reinforce followers motivation and help them identify with department goals. Reinforce followers motivation and help them identify with department goals.

11. Facilitative Decision Making The manager has the necessary experience and information to reach a conclusion. The manager has the necessary experience and information to reach a conclusion. Followers are moderate to high in readiness to make shared decisions, but not yet confident. Followers are moderate to high in readiness to make shared decisions, but not yet confident. Common phrases: “Let’s pool our thoughts and decide on …” “We’ve got a problem and I’d like your opinion.”

12. Delegative Decision Making The manager has the necessary experience and information to reach a conclusion. The manager has the necessary experience and information to reach a conclusion. The followers have a high readiness to make decisions based on experience and information. The followers have a high readiness to make decisions based on experience and information. Common phrase: “You know this subject. Work on it and let me know what you come up with.”

13. Use Situational Leadership to decide who owns the decision: Authoritative: If none of your followers have experience or information in the specific area, they cannot own any part of the decision. Authoritative: If none of your followers have experience or information in the specific area, they cannot own any part of the decision. Consultative: If your followers have some knowledge of the subject, they may be capable of contributing to but not making the final decision. Consultative: If your followers have some knowledge of the subject, they may be capable of contributing to but not making the final decision. Facilitative: If your followers have quite a bit of experience, they can take some of the responsibility for making the decisions. Facilitative: If your followers have quite a bit of experience, they can take some of the responsibility for making the decisions. Delegative: Appropriate if your followers have a thorough understanding of the subject and a willingness to deal with it. Delegative: Appropriate if your followers have a thorough understanding of the subject and a willingness to deal with it.

14. Keilty, Goldsmith, and Boone management consulting firm adapted the Situational Leadership model to combine the leader’s decision making latitude with followers’ readiness. Directing: high task-low relationship Directing: high task-low relationship Guiding: high task-high relationship Guiding: high task-high relationship Supporting: low task-high relationship Supporting: low task-high relationship Delegating: low task-low relationship Delegating: low task-low relationship

15. Four Degrees of Decision-Making Latitude L1: little or no latitude L1: little or no latitude L2: low to moderate latitude L2: low to moderate latitude L3: moderate to high latitude L3: moderate to high latitude L4: high latitude L4: high latitude

16. Four Degrees of Follower Decision-Making Readiness R1: low R1: low R2: moderate R2: moderate R3: moderate R3: moderate R4: high R4: high

17. Managers carry out their tasks in an interpersonal world. Other people continually view the manager’s manner, bearing, and conduct. From their observations, they form impressions of the manager’s values, beliefs, and attitudes. Managers carry out their tasks in an interpersonal world. Other people continually view the manager’s manner, bearing, and conduct. From their observations, they form impressions of the manager’s values, beliefs, and attitudes.

18. Excellent managers make a powerful and positive impression on others because they blend a set of positive beliefs with an equally appropriate set of positive behaviors. Excellent managers make a powerful and positive impression on others because they blend a set of positive beliefs with an equally appropriate set of positive behaviors.

19. The most effective managers share a fundamentally similar set of five commitments: Commitment to the customer Commitment to the customer Commitment to the organization Commitment to the organization Commitment to self Commitment to self Commitment to people Commitment to people Commitment to task Commitment to task Together, these commitments form the essential framework for long-term achievement of managerial excellence.

20. Commitment to the Customer Excellent managers provide useful service to customers (anyone who benefits from the manager’s work). The excellent manager demonstrates strong commitment to the customer by: 1. Serving the customer and consistent, conscientious dedication to customer needs 2. Building customer importance by presenting the customer in a positive manner to those who provide service to the customer.

21. Commitment to the Organization Effective managers personally project pride in their organizations and instill the same pride in others. Three ways managers demonstrate this commitment: 1. Building the organization – constantly presenting the organization in a positive way 2. Supporting higher management – builds loyalty to organization 3. Operating by the basic organizational values – clearly communicates what the organization stands for

22. Commitment to Self Excellent managers present a strong, positive image. They combine strength with a sense of humility. Three activities that demonstrate commitment to self: 1. Demonstrating autonomy – act as though running own business, accepting responsibility ownership 2. Building self as a manager – appear confident and self-assured and act on basis of honesty and integrity 3. Accepting constructive criticism – admit mistakes, encourage and accept constructive criticism, avoid recrimination and adverse reaction.

23. Commitment to People Excellent managers display dedication to the people who work for them. They use the proper style of leadership to help individuals succeed. Three vital activities in this commitment are: 1. Showing positive concern and recognition – rewarding and reinforcing performance in atmosphere of courtesy and respect 2. Giving developmental feedback – intervening when performance doesn’t meet standards through honest feedback, guidance, and coaching 3. Encouraging innovative ideas – listening to others’ ideas, providing opportunities to test ideas and directing credit to its originator.

24. Commitment to Task Successful managers give meaning and relevance to the tasks people perform. They provide focus and direction by: 1. Keeping the right focus – concentrating attention on overall mission 2. Keeping it simple – breaking work into achievable components by fully considering objectives, tasks, human capabilities 3. Being action-oriented – getting things done, maintaining positive momentum, setting realistic deadlines 4. Building task importance – playing up importance of the work, expecting excellent results

25. The Manager The manager is the critical link among the commitments. By taking personal responsibility and acting as a positive force, the manager can strongly influence the organization and its people, tasks, and customers. The active involvement and personal integrity of excellent managers flow to others. For each commitment, they build proper attitudes and demonstrate positive caring and concerns. Building commitments becomes the responsibility of every employee.