1. Situational Leadership
Dr. Edward A. Merritt
California State University (Cal Poly Pomona)
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2. Business Management Institute
Learning Objectives
At the end of this session you will be able to—
Explain the four types of situational leadership
Define your preferred leadership style
Choose and apply the appropriate leadership style to a managerial situation at the club
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Consider
Implementing an action plan when you return--
Take-home points
Points for action at your club
People with whom to communicate the value of this knowledge
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Background
Blanchard and Hersey characterized leadership style in terms of the amount of direction and support that the leader gives to his or her followers:
Directing
Coaching
Supporting
Delegating
(details to follow)
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5. Situational Leadership Exercise
Defining your preferred style
Spend 10 minutes
Answer 12 statements
Score your preferred style
We will review in class
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Directing
Leaders define the tasks and supervise them closely 
Decisions are made by the leader
Communication is largely one-way
Also referred to as autocratic, militaristic
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Coaching
Leaders still define tasks, but seek ideas and suggestions 
Decisions remain the leader's prerogative
Communication is much more two-way
Also referred to as consultative
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Supporting
Leaders pass day-to-day decisions to employees
Leader facilitates but control is with the employees
Also referred to as participative or democratic
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Delegating
Leaders involved in decisions and problem-solving
Control is with the employee
Employee decides how leader will be involved
Also referred to as laissez-faire
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Application
Effective leaders are versatile
Changing style according to the situation
No one right style
We tend to have a preferred style, and in applying Situational Leadership you need to know which style to use
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11. Application: Directing
Employee has:
Low confidence
Low commitment
Generally lacking the specific skills required for the job
Leader uses:
Directing behavior
Example: Entry level employee who does not know how to set a table
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12. Application: Coaching
Employee has:
Some competence
Low commitment
May have some relevant skills, but won't be able to do the job without help
Leader uses:
Coaching behavior
Example: Established a la carte server who may be working a large reception for the first time
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13. Application: Supporting
Employee has:
High confidence
Variable commitment
Experienced and capable, but may lack the confidence to go it alone
Leader uses:
Supporting behavior
Example: An experienced club reception supervisor who is reluctant to accept the reception desk manager position
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14. Application: Delegating
Employee has:
High competence
High ability
Experienced at the job, and comfortable with own ability to do it well
Leader uses:
Delegating behavior
Example: Experienced director of golf at a country club. Director is more skilled in area than GM
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Action Plan
What are some take-home points?
What are some points for action at your club?
How and to whom will you communicate the value of this knowledge?
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16. Situational Leadership
Dr. Ed Merritt
California State University (Cal Poly Pomona)