Understanding Situational Leadership Training Ppt

Slide 1

This slide illustrates the cover slide for Session on Understanding Situational Leadership.

Slide 3

This slide discusses the theory of situations in leadership. It emphasizes the importance of context. It maintains that a leader should adapt to the shifting context to achieve goals and make judgments.

Slide 4

This slide presents the primary goal of situational leadership. Today’s evolving business environment requires managers to take an agile and situational approach to tackle their team, work environment, and organization.

Slide 5

This slide provides information about the Goleman Theory of Leadership. Daniel Goleman defines six styles within situational leadership. These are pacesetting, democratic, coaching, affiliative, coercive, and authoritative. 

Instructor’s Notes:

• Pace-setting Leaders: A pace-setting leader establishes ambitious standards and expects team members to meet those goals to precise specifications
• Democratic Leaders: A democratic leader considers their team's opinion and feedback while making decisions. This style is effective as it encourages everyone to participate in all processes and share views
• Coaching Leaders: A coaching leader emphasizes identifying and nurturing individual strengths of each team member and developing strategies that will enable teams to work together effectively and efficiently
• Affiliative Leaders: An affiliative leader puts others first and is usually effective while mending bad feelings in a group or motivating others during heavy workload and stress
• Coercive Leaders: Coercive leaders have a very clear vision of the end goal and how to achieve it. This style works well in disasters or when an organization requires a complete makeover
• Authoritative Leaders: An authoritative leader establishes goals, determines the processes. This leader also supervises over necessary steps to reach those goals even without active support from team members

Slide 6

This slide gives an overview of a model of situational leadership that Blanchard and Hersey developed. The model defines four types of leadership approaches: Telling, Selling, Participating, and Delegating

Slide 7

This slide provides information about the telling, directing, or guiding style of situational leadership. Telling or directing style is helpful when a team or team member requires close supervision and regular guidance.

Slide 8

This slide discusses the selling, coaching, or explaining style of situational leadership. Selling or persuading is helpful when a team or team member is unable but willing to perform a task.

Slide 9

This slide provides information about the participating, collaborating, or facilitating style of situational leadership. Participating or collaborating is helpful when a team or team member has the necessary skills to complete the task but lacks confidence or is unwilling to commit fully.

Slide 10

This slide discusses the delegating, empowering, or monitoring style of situational leadership. Delegating is helpful when a team or team member has a high level of skill, confidence, and self-motivation.

Slide 11

This slide illustrates the stages of employee development according to the Hersey-Blanchard Situational Leadership Model. Blanchard and Hersey defined four categories of development for employees: Low Competence - High Commitment, Some Competence - Low Commitment, High Competence - Variable Commitment, High Competence - High Commitment.

Slide 12

This slide highlights the requirements for situational leadership. These are: Insight, flexible, trust, problem solving, and coach.

Instructor’s Notes:

• Insight: Situational leaders must understand the needs of their team members, then adjust their management style to meet those needs
• Flexible: Situational leaders must be able to switch leadership styles
• Trust: The leader must gain their followers’ trust and confidence
• Problem-Solving: The situational leader must be able to solve problems, such as how to get a job done using the best leadership style available
• Coach: The situational leader must be able to evaluate the maturity and competence of the followers and then apply the right strategy to upgrade the follower and their character

Slide 13

This slide lists the pros and cons of situational leadership. Situational leadership helps in creating a comfortable and collaborative environment, allows for flexibility, etc. However, it may create increased dependence on the leader, etc.

Slide 14

This slide depicts a one-page executive dashboard for leaders.

Slide 15

This slide summarizes the session on Understanding Situational Leadership and lists the key takeaways.

Slide 32 to 48

These slides contain energizer activities to engage the audience of the training session.

Slide 49 to 76

These slides contain a training proposal covering what the company providing corporate training can accomplish for the client.

Slide 77 to 79

These slides include a training evaluation form for instructor, content and course assessment.