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Transcript of Situational Leadership Dr. Edward A. Merritt California State University (Cal Poly Pomona)...
Situational Leadership
Dr. Edward A. MerrittCalifornia State University (Cal Poly
Pomona)[email protected]
For more information: www.EdwardAMerritt.com
Business Management Institute 2
Learning Objectives
At the end of this session you will be able to—
1. Explain the four types of situational leadership
2. Define your preferred leadership style
3. Choose and apply the appropriate leadership style to a managerial situation at the club
Business Management Institute 3
Consider
Implementing an action plan when you return--
• Take-home points• Points for action at your club• People with whom to communicate
the value of this knowledge
Business Management Institute 4
Background
Blanchard and Hersey characterized leadership style in terms of the amount of direction and support that the leader gives to his or her followers:
• Directing • Coaching• Supporting• Delegating
(details to follow)
Situational Leadership Exercise
• Defining your preferred style• Spend 10 minutes• Answer 12 statements• Score your preferred style• We will review in class
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Directing
Leaders define the tasks and supervise them closely
• Decisions are made by the leader
• Communication is largely one-way
• Also referred to as autocratic, militaristic
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Coaching
Leaders still define tasks, but seek ideas and suggestions
• Decisions remain the leader's prerogative
• Communication is much more two-way
• Also referred to as consultative
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Supporting
Leaders pass day-to-day decisions to employees
• Leader facilitates but control is with the employees
• Also referred to as participative or democratic
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Delegating
Leaders involved in decisions and problem-solving
• Control is with the employee
• Employee decides how leader will be involved
• Also referred to as laissez-faire
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Application
Effective leaders are versatile• Changing style according to the
situation• No one right style• We tend to have a preferred style,
and in applying Situational Leadership you need to know which style to use
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Application: Directing
Employee has:• Low confidence• Low commitment• Generally lacking the
specific skills required for the job
Leader uses:• Directing behavior
Example: Entry level employee who does not know how to set a table
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Application: Coaching
Employee has:• Some competence• Low commitment• May have some
relevant skills, but won't be able to do the job without help
Leader uses:• Coaching behavior
Example: Established a la carte server who may be working a large reception for the first time
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Application: Supporting
Employee has:• High confidence• Variable
commitment• Experienced and
capable, but may lack the confidence to go it alone
Leader uses:• Supporting behavior
Example: An experienced club reception supervisor who is reluctant to accept the reception desk manager position
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Application: Delegating
Employee has:• High competence• High ability• Experienced at the
job, and comfortable with own ability to do it well
Leader uses:• Delegating behavior
Example: Experienced director of golf at a country club. Director is more skilled in area than GM
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Action Plan
• What are some take-home points?• What are some points for action at
your club?• How and to whom will you
communicate the value of this knowledge?