Read the CHAPTER 5 AND CHAPTER 6 THEN..... This week's discussion focuses on the different actions leaders should take, given changing situations, as well as the approaches they can take to guide foll

 Directive (task) behaviors  Supportive (relationship) behaviorsDefinition Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Directive behaviors - Help group members in goal achievement via one-way communication through:

 Giving directions  Establishing goals & how to achieve them  Methods of evaluation & time lines  Defining rolesDimension Definition Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.Leadership Styles Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.Leadership Styles  Supportive behaviors - Assist group members via two-way communication in feeling comfortable with themselves, co- workers, and situation  Asking for input  Problem solving  Praising, listeningDimension Definitions Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.S1 - Directing Style  Leader focuses communication on goal achievement  Spends LESS time using supportive behaviors Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Leader focuses communication on goal achievement  Spends LESS time using supportive behaviors Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.S2 - Coaching Style  Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs  Requires leader involvement through encouragement and soliciting subordinate input Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs  Requires leader involvement through encouragement and soliciting subordinate input Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.S3 - Supporting Style  Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing tasks  Leader delegates day-to-day decision-making control but is available to facilitate problem solving Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing tasks  Leader delegates day-to-day decision-making control but is available to facilitate problem solving Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.S4 - Delegating Style  Leader offers LESS task input and social support; facilitates subordinates’ confidence and motivation in relation to the task  Leader lessens involvement in planning, control of details, and goal clarification  Gives subordinates control and refrains from intervention and unneeded social support Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Leader offers LESS task input and social support; facilitates subordinates’ confidence and motivation in relation to the task  Leader lessens involvement in planning, control of details, and goal clarification  Gives subordinates control and refrains from intervention and unneeded social support Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.Situational Approach  Assumes that subordinates vacillate along the developmental continuum of competence and commitment  Leader effectiveness depends on -  assessing subordinate’s developmental position, and  adapting his/her leadership style to match subordinate developmental level “ The situational approach requires leaders to demonstrate a strong degree of flexibility.”Focus Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.How Does The Situational Approach Work?

Using SLII ® model – In any given situation the leader has two tasks:

1st Task 2nd Task Diagnose the Situation Identify the developmental level of employee Ask questions like:

• What is the task subordinates are being asked to perform?

• How complicated is it?

• What is their skill set?

• Do they have the desire to complete the job? Adapt Style To prescribed Leadership style in the SLII ® model • Leadership style must correspond to the employee’s development level Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.How Does the Situational Approach Work?

Employee’s Developmental Level • Competence • Commitment Leader’s Leadership Style • Directive • Supportive Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Strength: Differential treatment. Situational Leadership® is based on the premise that leaders need to treat each subordinate according to his/her unique needs.

 Criticism: Conceptualization of commitment itself and why it varies is very unclear.

 Application: Breadth of situational approach facilitates its applicability in virtually all types of organizations and levels of management in organizations .Strength, Criticism, and Application