Situational Leadership

Situational LeadershipThis is an extra slide to elongate my presentation.

How using situtational

leadership can make you a better leader

Miqdaad DohadwalaShruti Nambiar

Introduction to leadershipTheoretical definitions of leadershipLeadership DiamondCritical competencies of a leaderIntroduction to Situational LeadershipS1 – DirectiveS2 – Coaching S3 – Supporting S4 – Delegating The Leadership quizLeadership AnswersQuestions?

Flow

Who is a

Leader

Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. Definitions inclusive of nature of leadership have also emerged. Alan Keith of Genentech states that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen."

I am a Leader…. When I

conquered a country, I killed

every 4th person. And impregnated

every 6th.

Yeah baby…. Hi 5

http://en.wikipedia.org/wiki/Social_influence

Leadership Definition : The Collins English Dictionary. ( © 1998 HarperCollins Publishers ) leadership (n) 1. The position or function of a leader. 2. the period during which a person occupies the position of leader: during her leadership very little was achieved.

Leadership Definition : Peter Drucker : The forward to the Drucker Foundation's "The Leader of the Future" sums up leadership : "The only definition of a leader is someone who has followers.“

Leadership Definition : Warren Bennis : Warren Bennis' definition of leadership is focused much more on the individual capability of the leader : "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."

Traditional Definitions of Leadership

No Genghis Khan Jokes this

time.

ETHICSBe of Service

VISIONThink Big & New

COURAGEAct with Sustained

Initiative

REALITYHave No Illusions

GREATNESSPotential for Extraordinary

Results

The Leadership Diamond

Four fundamentals of the leadership mindset

Personal Accountability

Base camp: Personal AccountabilityLeadership begins with personal accountability. This module focuses on creating sense of ownership for results and expanding our sphere of influence. Personal accountability is the measure of our personal effectiveness, meaning that each of us ultimately determines the quality of our own experience.


The Power of Vision

Camp One: VisionVision is the power of dreams in action and one of the most powerful human motivators. Vision allows leaders to create a compelling future for themselves and others, inspiring transformational results. A future orientation distinguishes great leaders, and this module provides the tools to create the pathway and a plan to achieve results that truly matter.



The Power of Vision

Professional Ethics

Camp 2: EthicsEthics is about being of service and doing things that benefit the organization and community. It means acting in alignment with our moral compass, and upholding consistent values that guide us in our choices.



The Power of Vision

Professional Ethics

Camp 3: Courage in AdversityLeaders face reality by acting with courage in the face of adversity. Based on John Stoltz’s Adversity Quotient (AQ) theory, each of us can train our capacity to get things done in the face of continuous change, and respond positively to crisis, rejection and failure

Courage in Adversity



The Power of Vision

Professional Ethics

Camp 4: Situational LeadershipSituational leadership is about awareness of self and our environment, allowing us to draw upon a range of communication approaches and making resourceful choices based on clearly defined outcomes.


Situational Leadership

Other critical competencies


The Power of Vision

Professional Ethics

Camp 5: Building a Winning TeamTeamwork isn’t about slogans or motivational talks, it’s about a commitment to commonly held, meaningful goals that inspire greatness. This cannot be trained or forced, and won’t happen by memorizing rules, tricks or techniques. Teamwork is achieved by each team member clearly knowing the value and scope of his or her contribution to the goal, and sharing an understanding of the team’s significance.



Building a Winning Team



The Power of Vision

Professional Ethics

Camp 6: Performance CoachingPerformance coaching is a conversation that identifies barriers to desired results by focusing on specific behaviors and their consequences, then sets a course of action to correct these behaviors. Through a process of discovery, goal setting and specific action steps, coaching enables the realization of extraordinary results.




Performance Coaching



The Power of Vision

Professional Ethics

Camp 7: Work-Life BalanceBalancing our life makes us happier. When we feel in control of our life and are spending time on those things that matter to us, we are happier and more productive at work. Companies experience fewer sick days, reduced turnover and a more motivated workforce.





Work-Life Balance



The Power of Vision

Professional Ethics

Camp 8: Cross-Cultural SkillsThis helps build confidence, sensitivity and self-awareness among managers to improve their self-expression in cross-cultural environments. Focus is on conflict management and resolution, as well as diversity and mutual respect.





Work-Life Balance

Cross-Cultural Skills



The Power of Vision

Professional Ethics

Summit: Strategic ThinkingFrom the mountain top that represents a future achieved, leaders create specific plans that define markets, customers, products and services, turning vision into purposeful designs that take prepare the organization to meet the challenges of tomorrow.





Work-Life Balance

Cross-Cultural Skills

Strategic Thinking



What the hell is it????Lets Take a LOOOK!

Situational LeadershipThe four facets of efficient leadership.

Leaders Perspective!

Supporting• High relationship building

• Low task focus

Coaching• High Relationship building

• High task focus

Delegating• Low Relationship building

• Low task focus

Directing• Low Relationship building

• High task focus

Task Focus

Relationship Building

Situational LeadershipThe four facets of efficient leadership.

Follower Perspective

Supporting• Follower Level R3 – Able & Unwilling

• LT/HR

Coaching• Follower Level R-2 – Unable but Willing

• HT/HR

Delegating• Follower Level R-4 – Able and Willing

• LT/LR

Directing• Follower Level R-1 – Unable and Unwilling

• HT/LR

Task Focus

Relationship Building

• Assumes that managers are capable of controlling their own behavior• Assumes that people

can and want to develop• Assumes that people

thrive on involvement and communication

Assumptions of Situational Leadership

Directing•Low Relationship building

•High task focus

Do what I wantHow I want itWhen I want it.Or I’ll kill you…Muhaha.

Directive Leadership Style:

o For followers at Readiness level 1(unable and unwilling)

o This style is Task Centric and not relationship centric

o It is an efficient style of management for new people and new situations

Directive LeadershipAutocratic/DictatorialKarate Kid 1 – Mr. Miyagi forms a pact to teach karate to Daniel

Coaching•High Relationship building

•High task focus

sfsdfJa Chotey!

Aage badh!

Coaching Style of Leadership

• For followers at Readiness level 2 – Unable but Willing.

• High Task orientation coupled with High relationship building emphasis

• Good for tackling subordinates and colleagues who are already acclimated to the organization but need a little more than stern direction.

Coaching Style of LeadershipDaniel tires of tasks assigned to him, and demands an explanation. Follower readiness level 2

Supporting•High relationship building

•Low task focus

Man….. Don’t worry, Every little thing, is

gonna be alright.

- Bob Marley.Supporting Style of Leadership

• For followers at Readiness level R-3 Able but demotivated

• High Relationship building efforts but negligible Task oriented interference

• Good for Employees that are well acquainted with their positions but are disillusioned or demotivated.

Supportive leadershipMiyagi bothers less about how technical the training is and places relationship building at a higher priority

Delegating•Low Relationship building

•Low task focus

Rustom! Gail Chodia, You are old enough to know whether you want to

wear underwear or not. Don’t ask

me.Delegating Style of Leadership

• For followers at Readiness level R-4 Able and willing

• Low Relationship building efforts and low Task driven delegation

• Good for motivated employees who don’t need to be patronized or directed.

Delegative LeadershipAt this point in the relationship Miyagi trusts that Daniel will complete the task without his assistance

Color codes suggest the type of leadership you are more inclined towards.

Quiz Results

Yellow – Autocratic LeaderGreen – Mentoring typeBlue – Supportive LeaderRed – Delegative (Laissez-Faire) Leader

Sawaal – Jawaab?

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? ??? ??

C’est Fini!Thank you for your attention.

Education

Situational Leadership