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Individuals in leadership roles, including executives, managers at all levels, project managers, team leaders and supervisors who want or need to increase their effectiveness.
Individuals in leadership roles, including executives, managers at all levels, project managers, team leaders and supervisors who want or need to increase their effectiveness.
Improve communication and become a more
Increase accountability by becoming a leader who
Retain your most talented employees
Increase productivity and effectiveness
Become more skillful in setting goals, giving work
Improve morale as you empower your people to
An overview of the purposes of Situational Leadership and the core competencies of a Situational Leader
• Leadership for the future: exploring the importance of flexibility, adaptability and how to manage diversity and change
• Beliefs and building blocks to help you understand the concept of “no best style,” and why leadership depends on the situation
• Diagnosis: how to identify clues in situations to determine how to best operate to build motivation, confidence, talent and to empower people to contribute the most to their organization’s success
• Flexibility: using a variety of leadership skills with greater confidence
• Partner for better performance: exploring new ways to open up communication and reach consensus with others
• Matching your leadership style with your people’s and the situation’s need
BELIEFS AND BUILDING BLOCKS
• Develop a common vocabulary for leadership
• Learn and be able to explain why there is no best leadership style
• Learn the three skills of a situational leader: diagnosis, flexibility, and partnering for performance
• Discuss the core beliefs and values underlying the situational leadership ii model
• Understand the positive outcomes of a match andthe negative consequences of oversupervision and undersupervision on performance and development
• Develop an action plan for becoming a situational leader
DIAGNOSIS - THE FIRST SKILL OF A SITUATIONAL LEADER
• Define development level as a measure of a person’s competence and commitment on a specific goal or task
• Identify the characteristics and needs of others
• Develop skills in successfully diagnosing development level
FLEXIBILITY - THE SECOND SKILL OF A SITUATIONAL LEADER
• Identify directive and supportive behaviors
• Describe the four leadership styles: directing, coaching, supporting, and delegating
• Learn what a leader does in all four styles
• Be able to start a conversation in each of the four styles
• Describe differences between the four leadership styles
• Learn how flexible you are and which of the four styles you are most comfortable using
• Identify the skills you need in order to adapt your leadership style from one situation to another
PARTNERING FOR PERFORMANCE
• How to empower people to contribute their best to your organization’s success
• Exploring new ways to open up communication and reach consensus with others
THE MATCH
• Match leadership style to development level
• Learn how effective you are in diagnosing development level and choosing the appropriate leadership style
• Explain the negative impact of oversupervision and undersupervision on others’ performance and morale
• Practice diagnosing development level and using the four leadership styles
LEARNING TOOLS
Blanchard situational leadership model
Development level template
Behavioral style model
Questioning and listening techniques