The Art And Science Of Situational Leadership In Workplace

Learn all four quadrants of Situational Leadership in detail with a case studies

What you'll learn

Complete understanding of Situational Leadership and four quadrants

Complete understanding of Toyota , Taiichi, and TWI job instructions

Situational Leadership D2-S2 quadrant and coaching items

Situational Leadership Supportive Style with a case study

Situational Leadership being an expert in D4-S4 quadrant

Requirements

No Pre requisites

Description

Situational Leadership ModelMost of us naturally adjust our style to suit the situation. For example, we give a newly hired team member more slack to make mistakes than seasoned employees. We direct tasks more closely when a deadline is urgent and important.The Situational Leadership Model is a framework that helps us make this style adjustment more deliberate. The framework helps us diagnose the situation and select the best leadership style for that situation.In the four quadrant, The x-axis indicates the degree of directive behavior that the leader exerts. That is, the amount of direction they give their team. The higher the direction the less able the team is to make decisions for themselves.In the four quadrant, The y-axis indicates the degree of supportive behavior the leader uses. That is, the amount of support they give their team. The higher the support the more the leader helps their team to make decisions and perform their job.D1 to D4 represent how well developed (skilled and motivated) a team or individual is, with D1 being the lowest level of development and D4 the highest.Leadership StylesThe Situational Leadership Model proposes that there are four primary leadership styles.S1. DirectingA directing style of leadership is associated with autocratic leadership.A directing leader will make all the decisions without consulting subordinates. They will inform their team of their decision they have made and expect their team to carry out their instructions. Feedback from the team is discouraged.The directing leader decides who, what, how, why, and where!S2. CoachingWith a coaching leadership style, the leader still defines the roles and tasks. However, in contrast to directing, they are more receptive to input and feedback from their subordinates.These leaders “sell” their ideas and plans to their subordinates to obtain their cooperation.This leadership style is closely related to the democratic style of leadership. Sports coaches are often associated with this style of leadership. They put players into position and then direct the group in order to obtain the best performance.S3. SupportingThe supporting leader will participate in idea creation and decision making, but most of the decisions will be taken by the team as a whole.This type of leader may appear to be “quiet” because they lead by example and appear to be an equal team member of the team, rather than it’s ruler.S4. DelegatingDelegating leaders are of course responsible for their team, but they provide minimal direction and guidance. It is a hands-off style of leadership similar to laissez-faire leadership where the group makes almost all of the decisions.This type of leader is usually concerned more with communicating their vision of the future than directing the day-to-day. They will decide what the next should be to move toward their vision, but it is left to subordinates to determine how to achieve that step.Levels of Employee DevelopmentAccording to the Situational Leadership Model the style of leadership you choose with depend on the development level of your subordinates. The more skilled and experienced your subordinates the greater their development level.The Situational Leadership Model identifies four levels of employee development:D1: The enthusiastic beginner.Your subordinate is low competence but high commitment. Your subordinate is inexperienced but enthusiastic. Here, your subordinate may show willing but they lack the specific skills the task requires.D2: The disillusioned learner.Your subordinate has some competence but low commitment. Your subordinate is somewhat capable but unwilling. They have the skills they need but for some reason are unwilling or lack the confidence to perform the task. The task or situation may be new to them.D3: The capable but cautious performer.Your subordinate has high competence but variable commitment. Your subordinate is more capable of performing the task than D2, but for whatever reason, they are unwilling or lack the confidence to perform the task.D4: The self-reliant achieverYour subordinate has high competence and high commitment. Your subordinate is confident in their ability to perform the task. Not only that, they are committed and take responsibility for the task.It is important to realize that the development level of your team will change over time. Your team might be D1 today but that doesn’t necessarily mean they will be D1 one year from now.Development levels are also task-specific. A member of your team could have a D4 level for a task they have performed multiple times, but a D1 level for a task which is new to them.This course module covers all above topics in a simplified manner so that any leader can implement in their work place

Overview

Section 1: Introduction

Lecture 1 Complete understanding of Situational Leadership and four quadrants

Section 2: Toyota , Taiichi, and TWI job instructions

Lecture 2 Complete understanding of Toyota , Taiichi, and TWI job instructions

Section 3: Understand Situational Leadership Quadrants -Part 1

Lecture 3 Situational Leadership D2-S2 quadrant and coaching items

Section 4: Understand Situational Leadership Quadrants -Part 2

Lecture 4 Situational Leadership Supportive Style with a case study

Section 5: Understand Situational Leadership Quadrants -Part 3

Lecture 5 Situational Leadership being an expert in D4-S4 quadrant

Section 6: Situational Leadership Model Understanding

Lecture 6 Situational Leadership Model- Additional Resource

All working professionals,Leaders and Consultants