Thrive in Situational Leadership through practise

Thrive in Situational Leadership through practise

PUT INTO PRACTICE

1. Identify your preferred management style

2. Setting the scene

2.1 Identify the right management style for the situation

In the following situations, how would you describe the motivation and competence of the employees described? How do you manage these people?

  • Situation 1: Albert is a new recruit to your team. He likes the new job and is motivated. He wants to know how the organisation works and what is expected of him. His experience only allows him to do basic tasks. He feels he is starting from scratch.
  • Situation 2: Catherine joined your organisation a year ago. She is able to perform all the tasks assigned to her, but with the help of someone else for complex actions. She is willing but reluctant to take on responsibility because she doubts her abilities. She is a quick learner and asks the right questions but needs incentives and expects a lot from her boss.
  • Situation 3: John has risen through the ranks in the IT department of a large company. He has mastered many complex actions but his motivation sometimes fails due to the routine work he has to do. He is very good at what he does but sometimes has doubts about how to do it. He is active and curious and has ideas on how to proceed.
  • Situation 4: Brigitte is autonomous and available. She has a good command of her activity, even in an unstable environment. Her ability to innovate and move her business forward is appreciated. She is able to step back and analyse the impact of her actions critically and constructively.

2.2 Responses

  • Situation 1: Albert is not very competent and motivated

o Developmental stage M1

o Managerial style in the situation: directive (S1)

  • Situation 2: Catherine has average competence and variable motivation o Development stage M2

o Managerial style in the situation: Persuasive/informative (S2)

  • Situation 3: John is highly competent and has variable motivation.

o Developmental stage M3

o Managerial style in situation: participative (S3)

  • Situation 4: Brigitte is very competent and highly motivated

o Development stage M4

o Managerial style in the situation: delegative (S4)

2.3 Further information

Look at each situation again, and now that you know the expected posture, do you understand the reasons and benefits?

3. Stepping back and changing

  • Think back to recent situations you have experienced.
  • Identify which management style you used.
  • Assess which style would have been most appropriate.

Requirements

Focused on organisation, objectives, and results.

  • Top-down Top-down.
  • Schedules, programmes, agendas agendas, job descriptions, checklists, procedures...
  • Planned checkpoints, with a precise timetable, adhered to.