SituationaI SituationaI

Leadership Leadership
"OnIy those who dare to faiI greatIy can ever "OnIy those who dare to faiI greatIy can ever
achieve greatIy." achieve greatIy."
JFK JFK
Overview
Directive and Supportive Behavior Directive and Supportive Behavior
Leadership VariabIes Leadership VariabIes
SituationaI Leadership II ModeI SituationaI Leadership II ModeI
Directive & Supportive Behavior
InvoIves:
CIearIy TeIIing PeopIe
hat to Do
How to Do It
here to Do It
hen to Do It
nd Then CIoseIy Supervising Their Performance
Directive/Task Behavior
Supportive/ReIationship
Behavior
InvoIves:
Listening to PeopIe
Providing Support and Encouraging Their
Efforts
FaciIitating Their InvoIvement in
ProbIem SoIving and Decision Making
eadership Variables
FoIIower
Boss
ssociates/Peers
Organization
Job Demands
Time
Leadership VariabIes
Interim Summary Interim Summary
Directive/Supportive Behavior Directive/Supportive Behavior
Leadership VariabIes Leadership VariabIes
SituationaI Leadership ModeI

S3
S1 S4
S2
ow Supportive and
ow Directive
Behavior
High Directive and
ow Supportive
Behavior
High Directive and
High Supportive
Behavior
High Supportive and
ow Directive
Behavior
DEVE!ENT EVE ER(S)
DEVE!ED DEVE!NG
HGH
DERATE
D4 D1 D2 D3
THE FOUR LEADERSHP STYLES
DRECTVE BEHAVR
(High)
(High) (ow
S
U
!
!

R
T

V
E
B
E
H
A
V

Subordinate's
DeveIopment LeveI
Competence: Task, KnowIedge and
SkiIIs
Commitment: Motivation and Confidence

LeveIs of DeveIopment
D1 - "Enthusiastic Beginner"
D2 - "DisiIIusioned Learner"
D3 - "ReIuctant Contributor"
D4 - "Peak Performer"
Levels of Development Levels of Development
D1 D1
Low Competence, High Commitment Low Competence, High Commitment
"Enthusiastic Beginner" "Enthusiastic Beginner"
Levels of Development Levels of Development
D2 D2
Some Some Competence, Low Commitment Competence, Low Commitment
"DisiIIusioned Learner" "DisiIIusioned Learner"
Levels of Development Levels of Development
D3 D3
Moderate to High Competence, Moderate to High Competence,
VariabIe Commitment VariabIe Commitment
"ReIuctant Contributor" "ReIuctant Contributor"
Levels of Development Levels of Development
D4 D4
High High Competence, High Commitment Competence, High Commitment
"Peak Performer" "Peak Performer"

LeveIs of DeveIopment
D1 - Low Competence, High Commitment "Enthusiastic
Beginner"
D2 - Some Competence, Low Commitment
"DisiIIusioned Learner"
D3 - Moderate to High Competence, VariabIe
Commitment "ReIuctant Contributor"
D4 - High Competence, High Commitment "Peak
Performer"
DeveIopment LeveI
is
Task Specific!

S3
S1 S4
S2
ow Supportive and
ow Directive
Behavior
High Directive and
ow Supportive
Behavior
High Directive and
High Supportive
Behavior
High Supportive and
ow Directive
Behavior
THE FOUR LEDERSHIP STYLES
DRECTVE BEHAVR

4
S
U
!
!

R
T

V
E
B
E
H
A
V

R
DEVE!ENT EVE ER(S)
DEVE!ED DEVE!NG
HGH
DERATE
D4 D1 D2 D3

Directing
High Directive, Low Supportive
Leader Defines RoIes of FoIIowers
ProbIem SoIving and Decision Making
Initiated by the Leader
One-way Communication

DEVE!ENT EVE ER(S)

S3
S1 S4
S2
ow Supportive and
ow Directive
Behavior
High Directive and
ow Supportive
Behavior
High Directive and
High Supportive
Behavior
High Supportive and
ow Directive
Behavior
THE FOUR LEDERSHIP STYLES
DRECTVE BEHAVR

4
S
U
!
!

R
T

V
E
B
E
H
A
V

R
DEVE!ED DEVE!NG
HGH
DERATE
D4 D1 D2 D3

Coaching
High Directive, High Supportive
Leader Now ttempts to Hear FoIIowers
Suggestions, Ideas, and Opinions
Two-way Communication
ControI Over Decision Making Remains ith
the Leader

S3
S1 S4
S2
ow Supportive and
ow Directive
Behavior
High Directive and
ow Supportive
Behavior
High Directive and
High Supportive
Behavior
High Supportive and
ow Directive
Behavior
THE FOUR LEADERSHP STYLES
DRECTVE BEHAVR

4
S
U
!
!

R
T

V
E
B
E
H
A
V

R
DEVE!ENT EVE ER(S)
DEVE!ED DEVE!NG
HGH
DERATE
D4 D1 D2 D3

Supporting
High Supportive, Low Directive
Focus of ControI Shifts to FoIIower
Leader ctiveIy Listens
FoIIower Has biIity and KnowIedge to
Do the Task

S3
S1 S4
S2
ow Supportive and
ow Directive
Behavior
High Directive and
ow Supportive
Behavior
High Directive and
High Supportive
Behavior
High Supportive and
ow Directive
Behavior
DEVE!ENT EVE ER(S)
DEVE!ED DEVE!NG
HGH
DERATE
D4 D1 D2 D3
THE FOUR LEADERSHP STYLES
DRECTVE BEHAVR

4
S
U
!
!

R
T

V
E
B
E
H
A
V

DeIegating
Low Supportive, Low Directive
Leader Discusses ProbIems ith FoIIowers
Seeks Joint greement on ProbIem
Definitions
Decision Making Is HandIed by the
Subordinate
They "Run Their Own Show"

S3
S1 S4
S2
ow Supportive and
ow Directive
Behavior
High Directive and
ow Supportive
Behavior
High Directive and
High Supportive
Behavior
High Supportive and
ow Directive
Behavior
DEVE!ENT EVE ER(S)
DEVE!ED DEVE!NG
HGH
DERATE
D4 D1 D2 D3
THE FOUR LEADERSHP STYLES
DRECTVE BEHAVR

4
S
U
!
!

R
T

V
E
B
E
H
A
V

R
hat Happens If e Have a
Mismatch of Leadership
StyIe ith DeveIopment
LeveI?
TeII Them hat You ant Them to Do TeII Them hat You ant Them to Do
Show Them hat You ant Them to Do Show Them hat You ant Them to Do
Let Them Try Let Them Try - - There Is Some Risk There Is Some Risk
Observe Performance Observe Performance - - Focus on the Focus on the
Positive Positive
Manage the Consequences Manage the Consequences
Increasing FoIIower Increasing FoIIower
DeveIopment LeveI DeveIopment LeveI
TeII Them hat You ant to Do TeII Them hat You ant to Do
Show Them hat You ant to Do Show Them hat You ant to Do
Let Them Try Let Them Try - - There is Some Risk There is Some Risk
Observe Performance Observe Performance - - Focus on the Focus on the
Positive Positive
Manage the Consequences Manage the Consequences
Five Step to Training Five Step to Training
inners inners
The Leader's GoaI
BuiId Your FoIIower's DeveIopment LeveI So You BuiId Your FoIIower's DeveIopment LeveI So You
Can Start Using Less Time Can Start Using Less Time- -consuming StyIes consuming StyIes
(S3 and S4) and StiII Get High QuaIity ResuIts (S3 and S4) and StiII Get High QuaIity ResuIts.
SituationaI Leadership is not something
you do "TO" peopIe but something you do
"ITH" peopIe.
Directive and Supportive Behavior Directive and Supportive Behavior
Leadership VariabIes Leadership VariabIes
SituationaI Leadership II ModeI SituationaI Leadership II ModeI
SUMMRY
pportunity pportunity is missed by most people because it is is missed by most people because it is
dressed in overalls and looks like work. dressed in overalls and looks like work. -- -- Thomas Edison Thomas Edison

ashington [D.C.] is a city of Southern

efficiency and Northern charm.