Leadership Style Workshop Presented by: Michelle Lambarena March 2016
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Leadership Style Workshop Presented by: Michelle Lambarena March 2016
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Leadership Style Workshop
Ground Rules
Safe Place / Safe Space Participate Be Respectful
of Others Confidentiality
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Differentiate Manager vs. Leader
Leadership Style Assessment
Understand own Leadership Style
Leadership Style Workshop
Learning Objectives
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Leadership Style Workshop
Leadership Style Manager Leader
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Leadership Style Workshop
John Kotter: Manager vs Leader Manager Leader
Focus is on Things, Systems, Structures
Vision, Looks Into the Future
Organize Strategy
Copes with Complexity Motivate
Plans Short Term Transform
Follows the Vision Aligns People
Works in the Present Big Picture, Plans Long Term
Administrates Delivers
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Answer each question considering your current role and current staff
12 questions, circle the option that best applies to how you would normally react/respond to the situation
Leadership Style Workshop
Assessment
In the table below, enter the number that corresponds to each question.
Leadership Style Workshop
Scoring the Assessment
Once you have circled all the scores for each question, total each of
the columns.
Leadership Style Workshop
Scoring the Assessment
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Leadership Style Workshop
How Many? What does it mean?
Telling (Directing) #_____?
Selling (Coaching) #_____?
Participating (Facilitating) #______?
Delegating (Observing) #______?
How many had the same score or 1-2 point difference?
Which Leadership Style is best?
What do you think?
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Leadership Style Workshop
Which is best?
Correct answer?
It depends!
On What? Individual
& Situation
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Hersey-Blanchard “The key to being a successful leader… is having the flexibility
to enlist different skill sets with people to fit their unique
needs. The leader who manages all employees in
exactly the same cookie-cutter manner will likely fail. The
leader who tries to understand the unique needs of their employees will build
loyalty and dedication to both themselves and the
organization.”
Leadership Style Workshop
The Situational Leader
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Leadership Style Workshop
The Situational Leader
Follower Readiness – the readiness level that followers exhibit in performing a specific task, function, or objective
Relationship Behavior – the amount of socioemotional support a leader provides
Task Behavior – the amount of guidance and direction a leader
The Model is based on the relationship between leaders and followers and serves as a framework to analyze each situation
based on:
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Leadership Style Workshop
Decision Styles S1 – S4 S1: Telling - is characterized by one-way communication in which the leader defines
the roles of the individual or group and provides the
what, how, why, when and where to do the task.
S2: Selling - while the leader is still providing the
direction, he or she is now using two-way
communication and providing the socio-
emotional support that will allow the individual or group being influenced to buy into
the process.
S3: Participating - this is how shared decision-making
about aspects of how the task is accomplished and the
leader is providing fewer task behaviors while
maintaining high relationship behavior.
S4: Delegating - the leader is still involved in decisions; however, the process and
responsibility has been passed to the individual or
group. The leader stays involved to monitor
progress.
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Leadership Style Workshop
S1: Telling / Directing Follower: (R1) Low Competence, Low Commitment Unable and unwilling or insecure, may also lack self confidence. Leader: High task focus, low relationship focus When the follower cannot do the job and is unwilling or afraid to try, then the leader takes a highly directive role, telling them what to do but without a great deal of concern for the relationship. The leader may also provide a working structure, and may find out why the person is not motivated and if there is a link between both. Where a person believes they are less capable then they should be may be in some form of denial or other coping.
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Leadership Style Workshop
S2: Selling / Coaching Follower: (R2) Some competence, variable commitment Unable but willing or confident (motivated) Leader: High task focus, high relationship focus When the follower can do the job, at least to some extent, and perhaps is over-confident about their ability in this, then 'telling' them what to do may demotivate them or lead to resistance. The leader needs to 'sell' another way of working, explaining and clarifying decisions. The leader spends time listening and advising and, where appropriate, helping the follower to gain necessary skills through coaching methods. Note: S1 and S2 are leader-driven.
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Leadership Style Workshop
S3: Participating / Facilitating / Supporting Follower: (R3) High competence, variable commitment Able but unwilling or insecure Leader: Low task focus, high relationship focus When the follower can do the job, but is refusing to do it. The leader does not need to need to show them what to do, instead should find out why the person is refusing and persuade them to cooperate. Spend time listening, praising and otherwise making the follower feel good when they show the necessary commitment. The key is motivation!
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Leadership Style Workshop
S4: Delegating / Observing Follower: (R4) High competence, high commitment Able and willing or confident (motivated) Leader: Low task focus, low relationship focus When the follower can do the job and is motivated to do it, then the leader can basically leave them to it, largely trusting them to get on with the job although they also may need to keep a relatively distant eye on things to ensure everything is going to plan. Followers at this level have less need for support or frequent praise, although as with anyone, occasional recognition is always welcome. Note: S3 and S4 are follower-led.
Diagnose – understand the situation they are trying to influence Adapt – adjust their behavior in response to the contingencies of the situation Communicate – interact with others in a manner they can understand and accept Advance – manage the movement
Situational leaders learn to demonstrate core, common and critical leadership competencies:
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Leadership Style Workshop
The Situational Leader
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Differentiate Manager vs. Leader
Leadership Style Assessment
Understand own Leadership Style
Leadership Style Workshop
Learning Objectives
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