Situational Leadership Dr. Ed Merritt California State University (Cal Poly Pomona) [email protected].

Situational Leadership

Dr. Ed MerrittCalifornia State University (Cal Poly

Pomona)[email protected]

Business Management Institute 2

Learning Objectives

At the end of this session you will be able to—

1. Explain the four types of situational leadership

2. Define your preferred leadership style

3. Choose and apply the appropriate leadership style to a managerial situation at the club

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Consider

Implementing an action plan when you return--

• Take-home points• Points for action at your club• People with whom to communicate

the value of this knowledge

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Background

Blanchard and Hersey characterized leadership style in terms of the amount of direction and support that the leader gives to his or her followers:

• Directing • Coaching• Supporting• Delegating

(details to follow)

Situational Leadership Exercise

• Defining your preferred style• Spend 10 minutes• Answer 12 statements• Score your preferred style• We will review in class

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Directing

Leaders define the tasks and supervise them closely 

• Decisions are made by the leader

• Communication is largely one-way

• Also referred to as autocratic, militaristic

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Coaching

Leaders still define tasks, but seek ideas and suggestions 

• Decisions remain the leader's prerogative

• Communication is much more two-way

• Also referred to as consultative

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Supporting

Leaders pass day-to-day decisions to employees

• Leader facilitates but control is with the employees

• Also referred to as participative or democratic

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Delegating

Leaders involved in decisions and problem-solving

• Control is with the employee

• Employee decides how leader will be involved

• Also referred to as laissez-faire

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Application

Effective leaders are versatile• Changing style according to the

situation• No one right style• We tend to have a preferred style,

and in applying Situational Leadership you need to know which style to use

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Application: Directing

Employee has:• Low confidence• Low commitment• Generally lacking the

specific skills required for the job

Leader uses:• Directing behavior

Example: Entry level employee who does not know how to set a table

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Application: Coaching

Employee has:• Some competence• Low commitment• May have some

relevant skills, but won't be able to do the job without help

Leader uses:• Coaching behavior

Example: Established a la carte server who may be working a large reception for the first time

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Application: Supporting

Employee has:• High confidence• Variable

commitment• Experienced and

capable, but may lack the confidence to go it alone

Leader uses:• Supporting behavior

Example: An experienced club reception supervisor who is reluctant to accept the reception desk manager position

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Application: Delegating

Employee has:• High competence• High ability• Experienced at the

job, and comfortable with own ability to do it well

Leader uses:• Delegating behavior

Example: Experienced director of golf at a country club. Director is more skilled in area than GM

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Action Plan

• What are some take-home points?• What are some points for action at

your club?• How and to whom will you

communicate the value of this knowledge?

Situational Leadership

Dr. Ed MerrittCalifornia State University (Cal Poly

Pomona)[email protected]