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Situational leadership

Situational leadership

ADAPT YOUR MANAGEMENT STYLE

OBJECTIVES

  • Identify your preferred management style.
  • Discover the range of management styles.
  • Adapt your management style to the situation and to the team or individual.
  • Develop your agility.

DESCRIPTION

The theory of situational management stems from the work of Paul Hersey and Kenneth Blanchard (1980). For the authors, a "good" leader is someone who adapts his or her management style to the situation.

The main lessons of the model :

  • There is not one universal management style, but management styles.
  • The effectiveness of management depends on the manager's ability to adopt the style of management that best suits the situation, i.e. the level of autonomy of the employee in a given activity and context.
  • In order to develop each employee, the manager must be able to diagnose the level of development of his or her employees, and then deduce their behaviours, based on the needs associated with the level of development.
  • It is therefore quite conceivable that a manager might adopt different leadership styles for the same person in the course of the same day. In the same way, he or she could adopt different leadership styles for different people.

Situational leadership involves the development of three essential skills:

1. To be able to diagnose the level of development of an employee, and to do so dynamically as the context changes;

2. Be able to change leadership style (flexibility - situational intelligence);

3. To be able to establish a partnership (an enabling environment) with each employee with a view to performance and satisfaction.

1. DIAGNOSE THE LEVEL OF DEVELOPMENT OF YOUR EMPLOYEES

For the manager, it is first of all a matter of diagnosing the level of development of the employee. By assessing the right level of autonomy, i.e. the employee's level of motivation and skills, the manager can apply the right leadership style.

Level of development
1. Competence 2. Commitment/ Involvement 3. Motivation 4. Self-confidence
Requirements
Beginner enthusiastic (position M1 in the graph below)
1. Low 2. High 3. High 4. Low
- Recognition (enthusiasm and transferable skills) - Clear objectives - Standardised description of expectations - Unwritten rules about "the work process". - Information about the task and the company. - Practical learning. - Guidelines on how, when and with whom - Deadlines - Priorities - Frame of reference: limits on authority and responsibility. - Regular feedback on results.
Apprentice disillusioned (M2)
1. Low to medium 2. Low 3. Low 4. Medium to high
- Clear objectives - Overall vision - Regular feedback on results. - Recognition of progress - Recognition of the right to make mistakes - Explanations as to why. - Opportunities to discuss concerns - Involvement in the decision-making process and in problem solving. - Encouragement and active listening - Putting difficulties into perspective.
Person capable, careful (M3)
1. Medium to high 2. Variable 3. Good 4. Variable (skills to be developed)
- An available manager-coach - Opportunities to discuss concerns. - Support and encouragement to develop problem-solving skills - Support to look objectively at one's abilities to increase confidence. - Recognition and reward for high levels of competence and performance. - Support to remove barriers to goal achievement Achieving the goal
Expert autonomous (M4)
1. High 2. High 3. High 4. High
- Variety and challenge. - A leader who is more of a guide and collaborator than a superior. - Recognition of contributions. - Recognition of expertise. - Autonomy and authority. - Trust.

2. ADOPTING AN APPROPRIATE LEADERSHIP STYLE

Depending on the employee's stage of development, there are 4 possible management positions

INTENTION & PRIORITY
BEHAVIOUR
MANAGERIAL ATTITUDE
EFFECTIVE WHEN…
DIRECTIVE MANAGEMENT (position S1 in the graph)
- More in organisation than in the relationship, he/she aims first of all to structure his/her team with well-defined objectives objectives, to set the framework - He is the sole decision-maker. - He plans and control.
- Focused on organisation, objectives, results. - Top-down Top-down. - Schedules, programmes, agendas agendas, job descriptions, checklists, procedures... - Planned checkpoints, with a precise timetable, adhered to.
- speaks, listens little. -answers questions, with questions, with the detail, with an eye for precision / accuracy. -willingly uses the written word (procedures) as a mode of communication and has little interest in questions -seeks legitimacy in his job and likes to be asked about technical issues.
- You manage a crisis or emergency situation. - You take on the management of a new team. - You need to accompany changes in structure or procedures.
PERSUASIVE or COMPUTER MANAGEMENT (S2)
• mobilise, fédère ses équipes autour  d’un objectif   commun.   • décide, donne les  instructions mais  explique la raison  pour laquelle il a   pris telle ou telle   décision.   • est autant dans  l’organisationnel  que dans le   relationnel.   • doit persuader ses  équipes de l’intérêt  de l’objectif et les  motiver vers   l’accomplissement
• Beaucoup   d'explications : les  raisons, les   causes, les   conséquences...  • Mise en valeur des  projets, des   objectifs, des   activités et de   leurs avantages.  • Contrôle et suivi  des réalisations
• met en avant les  projets, expose   ses idées, ses   convictions.  • suscite et   répond aux   objections.  • privilégie la   relation par   petits groupes  pour la   consultation et   la formation.  • aime   transmettre et   rendre ses   collaborateurs   compétents, se   montre très   pédagogue
• Pas de lien   hiérarchique  (projet   transversal).  • Equipe composée  de professionnels  et d'experts  (R&D).  • L'aspect qualitatif du travail est   prépondérant.  • L'environnement  est   intellectuellement  compétitif avec   d'autres experts.

MANAGEMENT  PARTICIPATIF  (S3)
• travaille sur un  même pied  d’égalité avec ses  collaborateurs.  • Associe/fait  participer, adhérer • prône le « nous » et endosse le rôle  de conseiller. • décisions prises  avec l'équipe.
• prend en compte  les idées,  suggestions et  propositions  • aide à résoudre les  conflits et  conseille ses  collaborateurs ;  c’est un médiateur. • aménage des  solutions  complexes qui  prennent en  compte les intérêts  mutuels  collaborateurs et  entreprise.
• n'est pas  sensible aux  signes extérieurs  d'autorité. • crée une  ambiance de  travail conviviale et décontractée
• L'équipe est  suffisamment  mûre pour  respecter les  délais et les  objectifs.  • L'aspect  relationnel du  travail est  prépondérant :  ambiance, image  de marque,  sociétés de  services...
MANAGEMENT  DELEGATIF  (S4)
• décide de   responsabiliser  les membres de   son équipe.   • reste en retrait pour laisser place  aux initiatives de   chacun et   autonomiser  • est toutefois   présent pour   répondre aux   différentes   sollicitations.   • Responsabilité de  prise de décision  laissée à l’équipe
• définit les   orientations, les   objectifs, les   projets que le   collaborateur (ou   le groupe) mènera,  selon leurs propres  méthodes en auto gestion.  • Les initiatives   novatrices des   missions, objectifs  ou projets, peuvent  être initiées par les  collaborateurs ou   l'équipe qu'il   supportera.  • rencontre   périodiquement  pour faire le point  mais laisse   beaucoup   d'autonomie
• Exprime sa   confiance en   étant prêt à   apporter une   aide indirecte :   contacts, appuis,  informations...   est disponible en  cas de besoin, se  place en   ressource.  • Évalue  ponctuellement  les résultats  avec les   collaborateurs et  l'équipe, donne   le droit à l'erreur.  n'aime pas   vraiment   contrôler même  s’il doit le faire.
• Les   collaborateurs   sont   expérimentés,   compétents, et   savent   fonctionner en   réseau.  • L'équipe est   capable, en   autonomie, de   gérer par elle  même la   cohésion du   groupe.  • Le travail se prête  à une gestion par  missions ou par   projets plutôt   intenses et   courts.

3. BE ABLE TO ESTABLISH A PARTNERSHIP (a favourable framework) with each employee with a view to performance and satisfaction.

IN SUMMARY

Professionalizing management therefore consists in adapting (or aligning) one's management style to the employee....

... And to the situation:

  • Managing a situation of radical change with the Direct mode.
  • Share expertise with the Informative/Persuasive mode.
  • Get the creativity of a group to produce with the Participative mode.
  • Develop autonomy using the Delegative mode.

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 the 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 the 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 in a critical and constructive manner.

2.2 Responses

  • Situation 1: Albert is not very competent and motivated

o Developmental stage M1

o Managerial style in situation: directive (S1)

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

o Managerial style in 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 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, results. results.

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