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Building a Positive

Workplace
Situational Leadership
Four Basic Leadership Styles
Directing The leader provides Coaching
specific direction and
closely monitors task
accomplishment

The leader turns over Leader continues to direct


responsibility for decision- and closely monitor task
accomplishment, but also
making and problem-solving
explains decisions, solicits
suggestions and supports
progress

The leader facilitates and


supports people’s efforts Supporting
Delegating toward task accomplishment
and shares responsibility for
decision making with them
Situational Leadership Skills

Flexibl
e
There is NO ONE BEST
leadership style or strategy.
We need to use different
styles/strategies for different
people/situations.
In some cases, we need to use
different approaches with the
SAME person, depending on the
given situation.
Situational Leadership Skills

Flexible

g n o s t i c
Dia
Diagnosis

HIGH MODERATE SOME TO LOW


Competence TO HIGH LOW

Commitment HIGH VARIABLE LOW HIGH

D4 D3 D2 D1

Developed Developing
Leadership Styles
(HIGH)
Supportive Behavior

SUPPORTING COACHING
HIGH supportive HIGH directive and
and LOW directive HIGH supportive
S3 S2

DELEGATING DIRECTING
LOW directive and HIGH directive and
LOW supportive LOW supportive
S4 S1
(LOW)
(HIGH)
Directive Behavior
Leadership Styles: Situational
Application
Developmental level Suitable style
D1 DIRECTING S1
Low Competence
High Commitment Structure, organize,
teach and supervise

D2 Moderate to Low
COACHING S2
Competence
Low Commitment Direct and support

D3 Moderate to High SUPPORTING S3


Competence Praise, listen
Variable Commitment and facilitate

D4 DELEGATING S4
High Competence Assign day-to-day
High Commitment decision making
responsibility
HIGH HIGH
supportive directive and LEADERSHIP
and LOW HIGH
STYLE

NG

CO
directive supportive

AC
RT

HI
O
PP

NG
SU S3 S2
Supportive

S4 S1

DI
G
IN

RE
AT

CT
EG

IN
LOW HIGH
L

G
directive and directive and
DE

LOW LOW
supportive supportive

Directive
DEVELOPMENT
High Moderate Low LEVEL
D4 D3 D2 D1

Developed Developing
Situational Leadership Model is
Dynamic
Step 1: Diagnosis of employee’s
performance (specific tasks)
Step 2: Determine employee’s
developmental level (competence
and commitment)
Step 3: Determine leadership style to
be used
Leadership Techniques
• COMPLIMENTS:
– Used to improve development levels of individuals.
– Managers need to gradually change leadership style
from more direction (directing) to less direction
and more support (coaching and supporting),
and finally to less direction and support
(delegating).

• REPRIMANDS:
– Used to stop poor performance.
– Managers may have to move back to more support
(supporting) or more direction (coaching and
directing) from less direction and support
(delegating).
Situational Leadership Skills

Flexib
le Diagnostic

r i n g
a r tne
P
Situational Leadership
is NOT something you
do to people, but
something you do with
People.
Start Goal setting
(Need agreement with the
person performing the task)

Area of Performance
responsibility Standards
Measures

ASK
1. What area of responsibility
or goal do I need to influence?
2. How will I know that the job is being done?
3. What constitutes good performance?
Diagnose
Developmental level
(Need agreement with the
person performing the task)

Competence Commitment

D4 D3 D2 D1
Match
Situational
Leadership Style

(Need agreement with the


person performing the task)

D4 D3 D2 D1

DELEGATING SUPPORTING COACHING DIRECTING


S4 S3 S2 S1
GOOD
PERFORMANCE Deliver POOR
PERFORMANCE

Progress Temporary Setback


made
Go back to
Proceed to
More Support
More Support Delegating (S4) to Supporting (S3)
Less Direction or
Directing (S1) to Coaching (S2)
More Direction
or
Coaching (S2) to Supporting (S3) Supporting (S3) to Coaching (S2)
or or

Eventually Eventually Less Support


Less Support
Supporting (S3) to Delegating (S4) Coaching (S2) to Directing (S1)
If Necessary
Proceed with
success Return to start, Review
Set new Goals Clarify and Agree on the Goal (s)
QUESTIO
NS

ANSWERS