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1. SITUATIONAL LEADERSHIP

2. Leadership
• The ability to influence a group toward the
achievement of goals
• “When you boil it down, contemporary leadership
seems to a matter of aligning people toward
common goals and empowering them to take the
actions needed to reach them.”

3. Circle of concern / circle of influence
All the things I care about
All things that affect me
All things that impact work
Circle of Concern
Circle of
Influence
All the things I can affect
All things I can impact
All things I can change
The 7 Habits of Highly Effective People
- Stephen Covey

4. Where is your focus?
Circle of Concern
Circle of Concern
Circle of Circle of
Influence Influence
Reactive Proactive
The 7 Habits of Highly Effective People
- Stephen Covey

5. What are the Leadership Traits of Highly
Productive Organizations?

6. Levels of Leadership
(Jim Collins, HBR, Jan. 2001)
• Highly capable individual
• Contributing team member
• Competent manager
• Effective leader – catalyzes commitment to and vigorous
pursuit of a clear & compelling vision, stimulate high
performance
• Executive – builds enduring greatness through humility and
professional wills

7. Charismatic Leadership
Key Characteristics of Charismatic leaders
1. Self Confidence- They have complete confidence in their judgment and ability.
2. A vision- This is an idealized goal that proposes a future better than the status
quo. The greater the disparity between idealized goal and the status quo, the
more likely that followers will attribute extraordinary vision to the leader.
3. Ability to articulate the vision- They are able to clarify and state the vision in
terms that are understandable to others. This articulation demonstrates an
understanding of the followers’ needs and, hence acts as a motivating force.
4. Strong convictions about vision- Charismatic leaders are perceived as being
strongly committed, and willing to take on high personal risk, incur high costs,
and engage in self-sacrifice to achieve their vision.

8. Charismatic Leadership
Key Characteristics of Charismatic leaders
5. Behavior that is out of the ordinary- Those with charisma engage in
behavior that is perceived as being novel, unconventional, and counter
to norms. When successful , these behaviors evoke surprise and
admiration in followers.
6. Perceived as being a change agent- Charismatic leaders are perceived
as agents of radical change rather than as caretakers of the status quo.
7. Environmental sensitivity- These leaders are able to make realistic
assessments of the environmental constraints and resources needed
to bring about change.

9. What skills do leaders need?
• Personal Skills
•Coping with stressors
2.Managing
•Managing time
stress
•Delegating
1.Developing 3. Solving
Self-awareness Problems
creatively
•Using the rational approach
•Determining values •Using the creative approach
and priorities •Fostering innovation in others
•Identifying cognitive style
•Assessing attitude toward change

10. Interpersonal Skills
•Gaining power
•Coaching •Exercise influence
•Counseling •Empowering others
•Listening 5. Gaining power
and influences
4. Communication 6. Motivating others
supportively
7. Management
conflict
•Diagnosing poor performance
•Identifying causes •Creating a motivating environment
•Selecting appropriate strategies •Rewarding accomplishment
•Resolving confrontations

11. Leadership Involves an Interaction Between
the Leader, the Followers, and the Situation
Leader
Personality
Position
Expertise,
Followers Leadership Situation
Values Task
Norms Stress
Cohesiveness, Environment,

12. LEADERSHIP
THE INFLUENCING FACTORS
GROUP
LEADER HIMSELF
responsible, lazy,
personality, beliefs,
dependent, confidence
preferred style...
in leader...
SITUATION
orgn. Culture,
time pressures

13. Points to Learn
• Persuasion skills
• Motivational skills
• Conflict resolution skills
• Leadership tactics

14. Motivational Skills
• How do one ensures high level of enthusiasm and
commitment during bad times?????????................
• Motivating people is not as easy as it sounds

15. The twelve major causes of failure in leadership
Although it is important to know what to do when leading people , it must be
important to know what not to do.
1. Inability to organize detail
2.Unwillingness to do what they would ask another to do
3.Expectation of pay for what they know instead of what they do.
4 fear of competition from others
5.Lack of creative thinking
6. The ‘’I’’ syndrome
7. Over-indulgence
8. Disloyalty
9. Emphasis of the authority of leadership
10 . Emphasis of title
11. lack of understanding of the destructive effects of a negative environment
12 .a lack of common sense

16. New Leader Traps
• Not learning quickly • Captured by wrong
• Isolation people
• Know-it-all • Successor syndrome
• Keeping existing team
• Taking on too much

17. How Leaders Interact with Followers,
continued
• Motivate followers through more personal and
intangible factors.
• Redefine the parameters of tasks and
responsibilities.
• Change situations rather than just optimize
their group’s adaptation to it.

18. Situational Leadership

19. Four Basic Leadership Styles
Directing The leader provides Coaching
specific direction and
closely monitors task
accomplishment
The leader turns over Leader continues to direct and
responsibility for decision- closely monitor task
accomplishment, but also
making and problem-solving
explains decisions, solicits
suggestions and supports
progress
The leader facilitates and
supports people’s efforts
Delegating toward task accomplishment
and shares responsibility for
decision making with them Supporting

20. Situational Leadership Skills
Flexibl
e

21. There is NO ONE BEST leadership style or strategy.
We need to use different styles/strategies for different
people/situations.
In some cases, we need to use different approaches with
the SAME person, depending on the given situation.

22. Situational Leadership Skills
Flexible
Dia gnostic

23. Diagnosis
HIGH MODERATE SOME TO LOW
Competence TO HIGH LOW
Commitment HIGH VARIABLE LOW HIGH
D4 D3 D2 D1
Developed Developing

24. Leadership Styles
(HIGH)
Supportive Behavior
SUPPORTING COACHING
HIGH supportive HIGH directive and
and LOW directive HIGH supportive
S3 S2
DELEGATING DIRECTING
LOW directive and HIGH directive and
LOW supportive LOW supportive
S4 S1
(LOW)
(HIGH)
Directive Behavior

25. Leadership Styles: Situational
Application
Developmental level Suitable style
D1 DIRECTING S1
Low Competence
High Commitment Structure, organize,
teach and supervise
D2 Moderate to Low
COACHING S2
Competence
Low Commitment Direct and support
D3 Moderate to High SUPPORTING S3
Competence Praise, listen
Variable Commitment and facilitate
D4 DELEGATING S4
High Competence Assign day-to-day
High Commitment decision making
responsibility

26. HIGH HIGH
supportive directive and LEADERSHIP
and LOW HIGH
STYLE
G
CO
IN
directive supportive
AC
RT
HI
PO
NG
P
SU S3 S2
Supportive
S4 S1
DI
G
TIN
R
EC
GA
TIN
LOW HIGH
LE
G
directive and directive and
DE
LOW LOW
supportive supportive
Directive
DEVELOPMENT
High Moderate Low LEVEL
D4 D3 D2 D1
Developed Developing

27. Situational Leadership Model is
Dynamic
Step 1: Diagnosis of employee’s performance (specific tasks)
Step 2: Determine employee’s developmental level
(competence and commitment)
Step 3: Determine leadership style to be used

28. Leadership Techniques
• COMPLIMENTS:
– Used to improve development levels of individuals.
– Managers need to gradually change leadership style
from more direction (directing) to less direction and
more support (coaching and supporting), and finally to
less direction and support (delegating).
• REPRIMANDS:
– Used to stop poor performance.
– Managers may have to move back to more support
(supporting) or more direction (coaching and directing)
from less direction and support (delegating).

29. Situational Leadership Skills
Fl exi b
le Diagnostic
ring
Pa rtne

30. Situational Leadership
is NOT something you
do to people, but
something you do with
People.

31. Start
Goal setting
(Need agreement with the
person performing the task)
Area of Performance
responsibility Standards
Measures
ASK
1. What area of responsibility
or goal do I need to influence?
2. How will I know that the job is being done?
3. What constitutes good performance?

32. Diagnose
Developmental level
(Need agreement with the
person performing the task)
Competence Commitment
D4 D3 D2 D1

33. Match
Situational
Leadership Style
(Need agreement with the
person performing the task)
D4 D3 D2 D1
DELEGATING SUPPORTING COACHING DIRECTING
S4 S3 S2 S1

34. GOOD Deliver POOR
PERFORMANCE PERFORMANCE
Progress Temporary Setback
made
Go back to
Proceed to
More Support
More Support Delegating (S4) to Supporting (S3)
Less Direction or
Directing (S1) to Coaching (S2)
More Direction
or
Coaching (S2) to Supporting (S3) Supporting (S3) to Coaching (S2)
or or
Eventually Eventually Less Support
Less Support
Supporting (S3) to Delegating (S4) Coaching (S2) to Directing (S1)
If Necessary
Proceed with
success Return to start, Review
Set new Goals Clarify and Agree on the Goal (s)