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    HR SituationalLeadership 11des07

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    The document discusses the Situational Leadership Model, which proposes that effective leadership requires different styles depending on the situation and maturity of followers. It explains the four leadership styles and four development levels in the model and how leaders assess situations to apply the appropriate style. The document also provides examples of applying situational leadership in business, education, and the military.

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    HR SituationalLeadership 11des07

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    The document discusses the Situational Leadership Model, which proposes that effective leadership requires different styles depending on the situation and maturity of followers. It explains the four leadership styles and four development levels in the model and how leaders assess situations to apply the appropriate style. The document also provides examples of applying situational leadership in business, education, and the military.

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    The document discusses the Situational Leadership Model, which proposes that effective leadership requires different styles depending on the situation and maturity of followers. It explains the four leadership styles and four development levels in the model and how leaders assess situations to apply the appropriate style. The document also provides examples of applying situational leadership in business, education, and the military.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    579 views17 pages

    HR SituationalLeadership 11des07

    Uploaded by

    api-3782823
    The document discusses the Situational Leadership Model, which proposes that effective leadership requires different styles depending on the situation and maturity of followers. It explains the four leadership styles and four development levels in the model and how leaders assess situations to apply the appropriate style. The document also provides examples of applying situational leadership in business, education, and the military.

    Copyright:

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    of 17

    Situational Leadership Model ®

    Jessica Fields
    MBA 634: Quality Management – Winter 2007
    Dr. Tom Foster
    Brigham Young University
    Agenda – Topics Covered
    • Situational Leadership Model defined
    • Brainstorming Exercise
    • Explanation of Model (Nuts & Bolts)
    • How Situation Leadership Model Works
    • Real World Example
    • Situational Leadership Exercise
    • Summary
    • Readings List
    Situational Leadership Model (SLM)
    ®

    • Developed by Hersey and Blanchard


    • A model, not a theory
    • Different situations and followers require
    different leadership styles
    • No one leadership style is appropriate for all
    situations and effective leaders adjust their style
    to match the situation
    • Use the model to determine the situation and
    then choose the corresponding leadership style
    Brainstorming Exercise
    • Could this tool be used in your firm?
    • Think of the many different situations there are
    in your job and at your firm.
    • List the different classifications of employees.
    What different types of management or
    leadership do they require?
    • When have you notice managers applying
    different managerial styles?
    SLM - Nuts & Bolts
    • SLM focuses on the relationship between
    leaders and followers, as well as potential
    leaders and potential followers
    • Maturity = the ability and willingness of people
    to take responsibility for directing their own
    behavior, in relation to the tasks performed
    • No perfect leadership style for all situations;
    style must be adjusted to meet the development
    level of followers
    SLM – Nuts & Bolts cont.
    4 Leadership styles 4 Levels of Maturity
    – S1: Telling – M1: Low, Immature
    – S2: Selling – M2: Low to Moderate
    – S3: Participating – M3: Moderate to High
    – S4: Delegating – M4: High, Mature

    Low Moderate High


    4 Levels of Maturity of Followers
    M1 M2 M3 M4
    Telling Selling Participating Delegating
    SLM – Nuts & Bolts cont.
    4 Development Levels
    – D1: Low competence, High commitment
    – D2: Some competence, Low commitment
    – D3: High competence, Variable commitment
    – D4: High competence, High commitment

    Low Moderate High


    Development Levels of Followers
    D1 D2 D3 D4
    S1: Tell S2:Sell S3: Participate S4: Delegate
    SLM – Nuts & Bolts cont.
    Directive Behavior

    Participating Q3 Selling Q2
    S3: High Relationship S2: High Relationship
    Low Task High Task
    D3: Able but unwilling D2: Unable but willing
    Supportive Behavior

    or insecure or confident

    Delegating Q4 Telling Q1
    S4: Low Relationship S1: Low Relationship
    Low Task High Task
    D4: Able/competent & D1: Unable & unwilling
    willing/confident or insecure
    Mature Immature
    How SLM Works
    • Steps in SLM Process
    – Overview of employee’s tasks
    – Assess employee on each task
    – Decided on style for each task
    – Discuss with employee
    – Make a joint plan
    – Follow-up, check and adjust
    How SLM Works
    • Determine Your Leadership Style
    – LASI = Leadership Adaptability and Style
    Inventory
    – Look at 12 situations and identify responses
    – Calculate score and apply to quadrant matrix
    – Dominant leadership style
    – Supportive leadership style
    SLM in the Real World
    • Tool to train managers and leaders
    • Has applications in business as well as in
    – Education
    – Nursing
    – Parenting
    – Military
    – Martial Arts Instruction
    SLM in the Real World - Military
    • All branches use SLM as basis for
    leadership
    – Army: used for training staff officers
    – Air Force: uses for training officers and
    noncommissioned officers
    • Military has clear distinctions between
    superiors and subordinates
    • Followers will become leaders
    SLM in the Real World - Military
    • Transactional Leadership
    – Long-term leadership style in Army units
    – S4-D4 match
    • Directive or Delegation Leadership
    • Crisis Leadership
    • Empowerment of subordinates
    • Developing subordinates
    Exercise: Style Self-Assessment
    • Write down your leadership style
    • As a large group or class, make a list of situations
    • Make a list of responses for each situation, making sure
    to assign one response for each leadership style
    • Individually, determine responses for each person in
    each situation
    • As a group, decide if you agree with each individual’s
    self-assessment
    • Compare original self-assessment with results of
    exercise
    – Are there differences?
    – Were you surprised by the results?
    Summary
    • Effective leaders are flexible and adjust their
    style to meet situations and followers’ needs
    • Responding to follower’s needs is the surest
    way to achieve effectiveness and success
    • SLM applies not only to business situations but
    also to all interpersonal relationships
    • As followers become more self-reliant and
    competent, leaders become more hands-off and
    delegate more decision-making responsibility
    Summary
    • Remember that leadership style is defined by the
    perceptions of others
    • Leaders can perform self-assessments for determine
    not only the needs of their followers but also to
    determine their dominate leadership styles
    • Base assessment of ability upon proven performance
    results; not on what think followers know or should know
    • Inflexible leaders only use one leadership style and are
    ineffective in situations that require using any of the
    other three styles
    • SLM has applications beyond managerial leadership
    training
    Readings List
    • Hersey, Paul and Blanchard, Kenneth. Management of Organizational Behavior:
    Utilizing Human Resources (Englewood Cliff, NJ: Prentice Hall, 1982).
    • www.12manage.com/methods_blanchard_situational_leadership.html
    • Blanchard, Kenneth. “Recognition and Situational Leadership II” Emergency
    Librarian. March/April 1997, Vol. 24 Issue 4, p.38.
    • Situational Leadership®: Conversations with Paul Hersey. Schermerhorn, John R
    Jr. © 2001 Center for Leadership Studies, Inc
    • Center for Leadership Studies: www.situational.com
    • Ken Blanchard Companies: www.kenblanchard.com
    • Situational Leadership. Yeakey, George W.. Military Review, Jan/Feb2002, Vol.
    82 Issue 1, p72
    • Great Ideas Revisited. Blanchard, Kenneth H.; Hersey, Paul. Training &
    Development, Jan96, Vol. 50 Issue 1, p42
    • So You Want to Know Your Leadership Style? Henry, Paul; Blanchard, Kenneth
    H.. Training & Development Journal, Feb74, Vol. 28 Issue 2, p22

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