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Situational Leadership
By Ken Blanchard
Session 2
The 4 Developmental Levels (Development level is goal or task specific)
Low High
COMPETENCE
High Low
DIRECTIVE
(Structure Organize Teach Supervise)
Page 1
Situational Leadership
Quick Reference
DEVELOPMENTAL LEVEL LEADERSHIP STYLE
Page 2
LEADERSHIP DIRECTIVE BEHAVIOR
Directive Behavior is 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
Directive Behavior includes:
• Setting goals and objectives—defining in detail what the goal or task is, what a good
job looks like, and how performance will be tracked
• Planning and organizing work in advance—organizing resources, action, planning,
and developing a plan for the employee to learn new skills
• Identifying job priorities—telling the employee what is important
• Clarifying roles—figuring out what roles the leader and employee will play in goal
accomplishment and how decisions will be made
• Establishing timelines
• Determining methods of evaluation and checking work—providing frequent feedback
on results
• Teaching the employee how to do a specific task
• Closely supervising progress
Four Key Words for Directive Behavior:
• Structure
• Organize
• Teach
• Supervise
Page 3
LEADERSHIP SUPPORTIVE BEHAVIOR
Supportive Behavior is the extent to which a leader:
• Engages in more twoway communication
• Listens and provides support and encouragement
• Involves the employee in decision making
• Encourages and facilitates selfreliant problem solving
Supportive Behavior includes:
• Encouraging, reassuring and praising an employee in an appreciative or affirming
way
• Listening to an employee’s problems (job related or not)
• Involving the employee in decision making by asking for suggestions or input
• Explaining why
• Encouraging selfreliant problem solving
• Making information about the organization accessible
• Disclosing information about self
• Encouraging teamwork
Four Key Words for Supportive Behavior:
• Encourage
• Listen
• Ask
• Explain
Page 4
MATCHING DEVELOPMENTAL LEVEL
& LEADERSHIP STYLE
D1 (Development Level 1) NEEDS
“Enthusiastic Beginner”
Low Competence & High Commitment
Interested in & enthusiastic about the goal or task, but lacks skills & experience.
ÿ Recognition of enthusiasm and transferable skills
ÿ Clear goals
ÿ Standards for what a good job looks like
ÿ Information on how data about performance will be collected and shared
ÿ Information about the task and organization
ÿ Handson training
ÿ Action plans—direction about how, when and with whom
ÿ Timelines
ÿ Priorities
ÿ Boundaries, limits on authority and responsibility
ÿ Frequent feedback on results
L1 (Leadership Style 1) BEHAVIORS
“I’ll Decide” (High Directing: Structure, Organize, Teach Supervise)
Directing High Directing & Low Support
Acknowledge enthusiasm, but provides specific direction and instruction with goals &
timelines. Develops plan to increase skill & provides follow up.
ÿ Acknowledge employee’s enthusiasm
ÿ Acknowledge the employees transferable skills and progress to date
ÿ Identify desired outcomes, goals and timelines
ÿ Define what a good job looks like and how performance will be tracked and
monitored
ÿ Develop a plan for the employee to learn new skills
ÿ Take the lead in action planning
ÿ Make most of the decisions about what, when, and with whom
ÿ Provide specific direction and instruction
ÿ Take the lead in problem solving
ÿ Provide frequent followup and feedback
Page 5
D2 (Development Level 2) NEEDS
“Disillusioned Learner”
Low to Some Competence & Low Commitment
Has usually developed some skills in relation to the goal or task, but is often frustrated &
demotivated due to unmet expectations. The drop in commitment is natural but will pass
more quickly with the appropriate leadership style.
ÿ Clear goals
ÿ Perspective
ÿ Frequent feedback on results
ÿ Praise for making progress
ÿ Assurance that it is okay to make mistakes
ÿ Explanations of why
ÿ Opportunities to discuss concerns
ÿ Involvement in decision making and problem solving
ÿ Encouragement
L2 (Leadership Style 2) BEHAVIORS
“Let’s Talk, I’ll Decide” (High Directing: Structure, Organize, Teach Supervise)
(High Support: Encourage, Listen, Ask, Explain)
Coaching High Directing & High Support
Provides support, reassurance & praise. Listens to concerns & hears ideas. Involves in
problem solving & decision making, however, makes final decisions. Explains why.
Defines expectations, provides frequent feed back & follow up.
ÿ Involve the employee in identifying problems and in setting goals
ÿ Provide support, reassurance, and praise
ÿ Listen—offer the employee and opportunity to discuss concerns and share ideas
ÿ Involve the employee in problem solving and decision making
ÿ Make final decisions about action plans after listening to the employee’s ideas and
feelings
ÿ Provide direction and coaching to continue building and refining skills
ÿ Explain why a particular approach is being taken
ÿ Provide perspective about how long things should take and feedback about whether
development and performance are on track
ÿ Define what a good job will look like and how performance will be tracked with the
employee
ÿ Continue to provide frequent followup and feedback
Page 6
D3 (Development Level 3) NEEDS
“Capable but Cautious Performer”
Moderate to High Competence & Variable Commitment
Has fairly good skills in regard to the goal or task, but confidence may be shaky, which
can affect motivation. Motivation can also be low because of a jobrelated or non job
related issue.
ÿ An approachable mentor or coach
ÿ A sounding board
ÿ Opportunities to express concerns
ÿ Support and encouragement to develop problemsolving skills
ÿ Help in looking at the skills objectively so confidence is built
ÿ To have ideas listened to and implemented
ÿ An opportunity to affirm commitment to the goal
ÿ Praise and recognition for high levels of competence and performance
ÿ Obstacles to goal accomplishment removed
ÿ Opportunities to work with others and be part of a team working on the same goals
L3 (Leadership Style 3) BEHAVIORS
“Let’s Talk, We’ll Decide” (High Support: Encourage, Listen, Ask,
Explain)
Supporting Low Directing & High Support
Shares responsibility for goal setting & encourages selfreliant problem solving &
decision making. Serves as sounding board. Provides reassurance, support,
encouragement & praise.
ÿ Share responsibility for problem identification and goal setting with the employee
ÿ Ask the employee to take the lead in action planning and problem solving
ÿ Serve as a sounding board, encouraging the employee to discuss concerns and ideas
ÿ Listen and encourage selfreliant problem solving and decision making
ÿ Provide reassurance, support, encouragement and praise
ÿ Explain ways to make the goal or task more interesting and challenging, if motivation
is low
ÿ Provide help in problem solving by sharing ideas if asked
ÿ Work with the employee to evaluate his or her work
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D4 (Development Level 4) NEEDS
“SelfReliant Achiever”
High Competence & High Commitment
Has mastered the goal or task and is confident & motivated.
ÿ Variety and challenge
ÿ A leader who is more of a mentor and colleague than a boss
ÿ Acknowledgment of contributions
ÿ Autonomy and authority
ÿ Trust
L4 (Leadership Style 4) BEHAVIORS
“You Decide”
Delegating Low Directing & Low Support
Encourages goal setting, action planning & decision making. Recognizes & values
contributions. Others are discipled & mentored.
ÿ Enable the employee to take charge
ÿ Define problems and desired outcomes with the employee
ÿ Expect the employee to take the lead in goal setting, action planning, and decision
making
ÿ Encourage the employee to evaluate his or her own work
ÿ Provide opportunities for the employee to share in and celebrate successes and mentor
others
ÿ Recognize, value and reward the employee’s contributions to the organization
ÿ Challenge the employee to even higher levels of performance
ÿ Give more responsibilities and opportunities for growth
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