Leadership and Strategic Communication
Discussion post: Situational Leadership Specific D1,2,3,4 post
CMST 439 Leadership and Strategic Communication
Textbook: The Leadership Challenge by Jim Kouzes and Barry Posner
Discussion post: Situational Leadership Specific D1,2,3,4 post
· Speak to Situational Leadership.
· Talk about a time that you have observed a person who was a D1, D2, D3, OR D4 on a task.
· What is the goal?
· Why are they a D1, D2, D3, OR D4?
· What do they need from their leader?
Situational Leadership: SLII & SLX
For Discussion Purposes Only
SLII is the Foundation for all of Situational Leadership
© Stafford and Associates: Communication Fundamental Concepts
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Is an influence process
Is a developmental process
Is about aligning the individual’s needs and the organization’s needs
Has to do with getting others to do what you want them to do, because they want to do it
What is Leadership
Getting the Job Done, with Quality
PCT: Performance, Cost, Time
Developing Capacity
(personal, individual, team, organizational),
Have Fun
Creating a Culture & an Environment Where People Want to
“KEEP PLAYING WITH YOU, &
STAY ON YOUR TEAM”
Leadership is About
My Expectations of You
Work Hard
Constantly Improve
Take advantage of the opportunities!
Have Fun
Be Brilliant
I expect that each and every day and on every project and assignment that you will practice the highest standards of professionalism and continuous self improvement!
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Situational Leadership
Originally developed by Paul Hersey & Ken Blanchard
SLII is the evolution of Situational Leadership developed by Ken Blanchard & his Associates at the Ken Blanchard Companies
I have been fortunate to attend T4T & become certified in three of the Blanchard Co. workshops
Situational Leadership II (SLII)
High Performing Teams (HPT)
Situational Self Leadership
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Success & Effectiveness
Success is about
Behavior
Performance
Results
Effectiveness is about
Attitudes
Commitment
Feelings
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Successful & Effective
Three Separate PP Lectures
Situational Leadership SLII
A developmental model of leadership
Developed by Ken Blanchard & his Associates
Situational Self Leadership
Power
Situational Team Leadership
Stages of Group Development
NOTE: all of these are for discussion purposes and are not meant to be the complete Situational Leadership package
The Research on Leadership
Feel less tension in the organization
See the leader as oriented to change
Believe that the leader cares about them & the organization
See the leader as receptive to new ideas
Perceive their leader is skillful
Perceive their leader is interested in growth and development
Individuals & Groups have higher morale
Individuals are more empowered to assert leadership
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The SLII® Model
© 2003 The Ken Blanchard Companies. All rights reserved. Do not duplicate
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Diagnosis in 1 of 4 Levels
Developmental Level is Task Specific
© 2003 The Ken Blanchard Companies. All rights reserved. Do not duplicate
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D1—Low competence and high commitment
D2—Low to some competence and low commitment
D3—Moderate to high competence and variable commitment
D4—High competence and high commitment
Four Developmental Levels
© 2003 The Ken Blanchard Companies. All rights reserved. Do not duplicate
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© 2003 The Ken Blanchard Companies. All rights reserved. Do not duplicate
The Four Leadership Styles
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The SLII® Model
© 2003 The Ken Blanchard Companies. All rights reserved. Do not duplicate
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Core Beliefs & Values
People can and want to grow and develop
Leadership is a partnership
People thrive on involvement and communication
Developmental leadership takes time
People respond as they have been trained
Context and position power are crucial
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Three Skills (the old model)
Situational Leadership
Diagnosis
Flexibility
Partnering for Performance
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Three Skills (the NEW model)
Situational Leadership
Goal Setting
Diagnosis
Partnering for Performance
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Diagnosis
Assessing the developmental needs of the individual
A leader needs both the willingness and the ability to diagnose
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Flexibility
Using a variety of leadership styles
A leader needs both the willingness and the ability to break out of their style pattern preferences and use ones they are less comfortable with
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Partnering for Performance
Working with the individual to use the appropriate leadership style and to accomplish the goals of the individual and the organization
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Goal Setting
Old: SMART Goals
New: STRAM
S – Specific
T – Trackable
R – Relevant
A – Attainable
M – Motivating
S & T are written down
R, A & M are part of a discussion
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Diagnosis
The willingness and the ability to look at a situation, assess the needs of employees and decide which leadership style to use
Examines Developmental Level issues of:
Competence
Commitment
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Competence
Goal or task specific knowledge or skills
Transferable knowledge and skills
Competence is task specific
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Commitment
Motivation to do the task
Confidence in ones ability to do the task
Commitment is task specific
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Diagnosis in 1 of 4 Levels
Developmental Level is Task Specific
© 2003 The Ken Blanchard Companies. All rights reserved. Do not duplicate
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Four Developmental Levels
D1: Low Competence & High Commitment
D2: Low to Some Competence & Low Commitment
D3: Moderate to High Competence & Variable Commitment
D4: High Competence & High Commitment
This is our goal
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Four Developmental Levels
Blanchard calls these:
D1: The enthusiastic beginner
D2: The disillusioned learner
D3: The capable, but cautious learner
D4: The self-reliant achiever
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Needs: Developmental Levels
Each of the four developmental levels have different needs from the situation and the leader, based on both their Competence and their Commitment
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Acknowledgement of enthusiasm and transferable skills
Clear goals and roles
Priorities
Action plans
Information
Boundaries and limits
Step-by-step plan for learning
Direction about what and how
Frequent feedback on progress
Concrete examples
The Needs of a D1
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Involvement in clarifying goals and action plans
Perspective that progress is being made
Assurance that it’s okay to make mistakes
Explanations of why
Opportunities to share concerns and be heard
Reassurance
Advice
Coaching to build skills
Help in analyzing successes and mistakes
Praise for progress
The Needs of a D2
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A sounding board to test ideas
Good questions to build self-reliant problem solving skills
Praise for high levels of competence and performance
The opportunity to take the lead in goal setting and action planning
Encouragement and support
Help in removing obstacles to goal achievement
Help in looking at past successes and skills objectively to build confidence
The Needs of a D3
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Trust
Variety and challenge
Autonomy
Opportunities to teach and mentor others
Acknowledged/to be valued for contributions
The Needs of a D4
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Flexibility of the Leader
The ability to use a variety of leadership styles comfortably
Directive Behavior
Supportive Behavior
The Goal is to Be Flexible and Match the Leader Behaviors with the Diagnosis so that we meet the Needs of the Associate as we help them to Accomplish the Task, Feel Good about their Contributions and to Learn and Grow as a Contributor.
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Directive Behavior
The extent to which a leader
Tells the employee what to do, when and how to do it
Spells out the leader and employee roles
Closely supervises performance
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Directive Leader Behaviors
The Leader
Sets goals and objectives
Plans and organizes work in advance
Identifies job priorities
Clarifies the leader and employee roles
Establishes timelines
Determines methods of evaluation and checks work
Teaches the employee how to do a specific task
Closely supervises progress
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Supportive Behavior
The extent to which a leader
Engages in more two-way communication
Listens and provides support and encouragement
Involves the employee in decision making
Encourages and facilitates self-reliant problem solving
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Supportive Leader Behaviors
The Leader
Encourages, reassures, praises and listens
Asks for suggestions or input
Explains why
Encourages self-reliant problem solving
Makes information about the organization accessible
Discloses information about self
Encourages teamwork
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All Leader Behaviors
Identify outcomes and goals
Observe and monitor performance
Give feedback
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Final Thoughts
Is the work important?
Do people know what to do, how to do it and by when?
Are associates motivated & confident?
Have people received the feedback & rewards they need?
How can I contribute?
What am I proud of?
What have I learned?
What can I do more effectively next time?
The Big Question?
Have I communicated appropriately & effectively?
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Leadership
• The Taxonomy for Leadership Development forms the conceptual basis around which we can study and grow as leaders.
• Each and every level is important, but they are about very different “things”.
• Much of the confusion around the questions “what is leadership?” comes from the fact that these levels are about very different aspects of leadership!
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The Managerial Grid
Robert Blake
& Jane Mouton
Attitudes & Values
Behaviors
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Communication Style
DiSC
MBTI
Type Focus
Keirsey Bates
Carl Jung
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How They Work Together
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Goals for Improved Leadership
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Action Plan
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Ideas, Insights & Questions
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Effective
IneffectiveAchieving Deliverables(PCT) (Good, Fast, Cheap)
Achieving Organizational Means & Ends
Vision, Mission & Strategic Direction
Leadership, Frame Alignment &
System Improvement
Unsuccessful
Successful
NOTE: I do not believe in the standard limitations of PCT,
nor does the latest edition of the PMBOK.
Attitudes
Values
Commitments
Feelings
Improvement
Behavior
Results
Quality
Time
Cost
Performance
Successful is Necessary,
But NOT Sufficient!!
Our Goals:
Getting the job done well, with quality, on time & within budget
The work is Valuable & is Congruent with the Organizational Mission, Vision & Values
We Improve both Organizational & Individual Capacity
Our stakeholders & organizational members know What We Have Accomplished
Our stakeholders & organizational members feel Good about What We Have Accomplished
Morale is Positive & Team Members:
Learn, Grow & Develop
Want to Participate in Future Projects
Effective
IneffectiveAchieving Deliverables(PCT) (Good, Fast, Cheap)
Achieving Organizational Means & Ends
Vision, Mission & Strategic Direction
Leadership, Frame Alignment &
System Improvement
Unsuccessful
Successful
NOTE: I do not believe in the standard limitations of PCT,
nor does the latest edition of the PMBOK.
Attitudes
Values
Commitments
Feelings
Improvement
Behavior
Results
Quality
Time
Cost
Performance
Successful is Necessary,
But NOT Sufficient!!
Our Goals:
Getting the job done well, with quality, on time & within budget
The work is Valuable & is Congruent with the Organizational Mission, Vision & Values
We Improve both Organizational & Individual Capacity
Our stakeholders & organizational members know What We Have Accomplished
Our stakeholders & organizational members feel Good about What We Have Accomplished
Morale is Positive & Team Members:
Learn, Grow & Develop
Want to Participate in Future Projects
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