Leadership and the One minute manager
THE FOUR BASIC LEADERSHIP STYLES ARE:
DIRECTING: provides specific instructions and closely supervises task accomplishment
COACHING: continues to direct and closely supervise task accomplishment, but also explains decisions , solicits suggestions, and supports progress.
SUPPORTING: facilitates and supports subordinates efforts toward task accomplishment and shares responsibility for decision making with them.
DELEGATING: turns over responsibility for decisionmaking and problem solving to subordinates.
Situational Leadership
Contracting for Leadership
1. Contract Goal Setting with person performing the task
1.1 Area of responsibility/Goal
1.2 Performance Standard/Measures
1.3 ASK: What area's of responsibility or goal do I want to influence?
How will I know if the job is being done? measure
What constitutes good performance on this goal? standard
THEN
2 Diagnose
2.1 Development level, need agreement with person performing the task
2.2 Competence
2.3 Commitment
2.4
D4 High competence High commitment
D3 High competence variable commitment
D2 Some competence Low commitment
D1 low competence high commitment
THEN
3 Match with the Appropriate leadership style, need agreement with person performing task
D4 = S4 Delegating
D3 = S3 Supporting
D2 = S2 Coaching
D1 = S1 Directing
THEN
4. Deliver the appropriate leadership style
modifying style according to performance, good - D4, poor D1
Goals start performance in the right direction and permit a manager to analyze a person's competence and commitment ( development level ) to perform well.
Praisings foster improvements in the development level of individuals and permit a manager to gradually change his leadership style from more direction to less direction and more suport ( coaching and supporting ) to less direction and less support ( delegating )
Reprimands stop poor performance and may mean that a manager has to gradually move back from less direction and less support ( delegating) to more support (supporting) or more direction (coaching and directing).
1 DON'T WORK HARDER, WORK SMARTER
2 DIFFERENT STROKES FOR DIFFERENT FOLKS
3 THERE IS NOTHING SO UNEQUAL AS THE EQUAL TREATMENT OF UNEQUALS
WHEN I SLOW DOWN, I GO FASTER
4 EVERYONE HAS PEAK PERFORMANCE POTENTIAL - YOU JUST NEED TO KNOW WHERE THEY ARE COMING FROM AND MEET THEM THERE
5 YOU CAN EXPECT MORE IF YOU INSPECT MORE
6 WHEN THE BEST LEADER'S WORK IS DONE, THE PEOPLE SAY, WE DID IT OURSELVES!
7 SITUATIONAL LEADERSHIP IS NOT SOMETHING YOU DO TO PEOPLE, BUT SOMETHING YOU DO WITH PEOPLE.
DIRECTING: provides specific instructions and closely supervises task accomplishment
COACHING: continues to direct and closely supervise task accomplishment, but also explains decisions , solicits suggestions, and supports progress.
SUPPORTING: facilitates and supports subordinates efforts toward task accomplishment and shares responsibility for decision making with them.
DELEGATING: turns over responsibility for decisionmaking and problem solving to subordinates.
Situational Leadership
Contracting for Leadership
1. Contract Goal Setting with person performing the task
1.1 Area of responsibility/Goal
1.2 Performance Standard/Measures
1.3 ASK: What area's of responsibility or goal do I want to influence?
How will I know if the job is being done? measure
What constitutes good performance on this goal? standard
THEN
2 Diagnose
2.1 Development level, need agreement with person performing the task
2.2 Competence
2.3 Commitment
2.4
D4 High competence High commitment
D3 High competence variable commitment
D2 Some competence Low commitment
D1 low competence high commitment
THEN
3 Match with the Appropriate leadership style, need agreement with person performing task
D4 = S4 Delegating
D3 = S3 Supporting
D2 = S2 Coaching
D1 = S1 Directing
THEN
4. Deliver the appropriate leadership style
modifying style according to performance, good - D4, poor D1
Goals start performance in the right direction and permit a manager to analyze a person's competence and commitment ( development level ) to perform well.
Praisings foster improvements in the development level of individuals and permit a manager to gradually change his leadership style from more direction to less direction and more suport ( coaching and supporting ) to less direction and less support ( delegating )
Reprimands stop poor performance and may mean that a manager has to gradually move back from less direction and less support ( delegating) to more support (supporting) or more direction (coaching and directing).
1 DON'T WORK HARDER, WORK SMARTER
2 DIFFERENT STROKES FOR DIFFERENT FOLKS
3 THERE IS NOTHING SO UNEQUAL AS THE EQUAL TREATMENT OF UNEQUALS
WHEN I SLOW DOWN, I GO FASTER
4 EVERYONE HAS PEAK PERFORMANCE POTENTIAL - YOU JUST NEED TO KNOW WHERE THEY ARE COMING FROM AND MEET THEM THERE
5 YOU CAN EXPECT MORE IF YOU INSPECT MORE
6 WHEN THE BEST LEADER'S WORK IS DONE, THE PEOPLE SAY, WE DID IT OURSELVES!
7 SITUATIONAL LEADERSHIP IS NOT SOMETHING YOU DO TO PEOPLE, BUT SOMETHING YOU DO WITH PEOPLE.
posted by Trevor at 2:54 PM
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