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SituationalLeadership Onlythosewhodaretofailgreatlycaneverachievegreatly JFK Overview DirectiveandSupportiveBehaviorLeadershipVariablesSituationalLeadershipIIModel Directive SupportiveBehavior Involves ClearlyTellingPeopleWhattoDoHowtoDoItWheretoDoItWhentoDoItAndThenCloselySupervisingTheirPerformance Directive TaskBehavior Supportive RelationshipBehavior Involves ListeningtoPeopleProvidingSupportandEncouragingTheirEffortsFacilitatingTheirInvolvementinProblemSolvingandDecisionMaking LeadershipVariables FollowerBossAssociates PeersOrganizationJobDemandsTime LeadershipVariables InterimSummary Directive SupportiveBehaviorLeadershipVariables SituationalLeadershipModel 8 9 Subordinate sDevelopmentLevel Competence Task KnowledgeandSkillsCommitment MotivationandConfidence 15 LevelsofDevelopment D1 EnthusiasticBeginner D2 DisillusionedLearner D3 ReluctantContributor D4 PeakPerformer LevelsofDevelopmentD1LowCompetence HighCommitment EnthusiasticBeginner LevelsofDevelopmentD2SomeCompetence LowCommitment DisillusionedLearner LevelsofDevelopmentD3ModeratetoHighCompetence VariableCommitment ReluctantContributor LevelsofDevelopmentD4HighCompetence HighCommitment PeakPerformer 15 LevelsofDevelopment D1 LowCompetence HighCommitment EnthusiasticBeginner D2 SomeCompetence LowCommitment DisillusionedLearner D3 ModeratetoHighCompetence VariableCommitment ReluctantContributor D4 HighCompetence HighCommitment PeakPerformer DevelopmentLevelisTaskSpecific 18 19 Directing HighDirective LowSupportiveLeaderDefinesRolesofFollowersProblemSolvingandDecisionMakingInitiatedbytheLeaderOne wayCommunication 20 DEVELOPMENTLEVELOFFOLLOWER S 21 Coaching HighDirective HighSupportiveLeaderNowAttemptstoHearFollowersSuggestions Ideas andOpinionsTwo wayCommunicationControlOverDecisionMakingRemainsWiththeLeader 22 23 Supporting HighSupportive LowDirectiveFocusofControlShiftstoFollowerLeaderActivelyListensFollowerHasAbilityandKnowledgetoDotheTask 24 25 Delegating LowSupportive LowDirectiveLeaderDiscussesProblemsWithFollowersSeeksJointAgreementonProblemDefinitionsDecisionMakingIsHandledbytheSubordinateThey RunTheirOwnShow 26 WhatHappensIfWeHaveaMismatchofLeadershipStyleWithDevelopmentLevel TellThemWhatYouWantThemtoDoShowThemWhatYouWantThemtoDoLetThemTry ThereIsSomeRiskObservePerformance FocusonthePositiveManagetheConsequences IncreasingFollowerDevelopmentLevel TellThemWhatYouWanttoDoShowThemWhatYouWanttoDoLetThemTry ThereisSomeRiskObservePerformance FocusonthePositiveManagetheConsequences FiveSteptoTrainingWinners TheLeader sGoal BuildYourFollower sDevelopmentLevelSoYouCanStartUsingLessTime consumingStyles S3andS4 andStillGetHighQualityResults SituationalLeadershipisnotsomethingyoudo TO peoplebutsomethingyoudo WITH people DirectiveandSupportiveBehaviorLeadershipVariablesSituationalLeadershipIIModel SUMMARY Opport
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