Leadership Style CBT

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Course OverviewCourse Overviewandand

ObjectivesObjectives Everyday, leaders are faced with different

situations, and their staff involved in dealing with

those different situations. Leaders must be

flexible in the style offered to each and every

employee for which they are responsible. This

workshop explores the different situational

leadership styles one may use to effectively be a

leader in any circumstance.

Our learning expectations are:

• Identify characteristics of an effective leader

• Understand the different styles of leadership

• Apply leadership styles to situations

• Assess your own leadership style

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Course ContentsCourse Contents

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Chapter 1

Understand the characteristics of the different styles of leadership

Chapter 2

Apply leadership styles to situations

Chapter 3

Assess your own leadership styleExitExit

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If you want to see how things work in this course, click on me and I’ll walk you through the process with some practice slides. Otherwise click on one of the links below and start right in with the actual course.

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Welcome to our “scenario-based” learning activities.

In order to go through the complete online course, you’ll need to set aside about 1 hour and 30 minutes. Each scenario will give you the opportunity to use your experience and expertise to address the situational need. It will also give you the chance to learn some things about situational leadership that you may not have been aware of to this point.

When you’re ready to see how things work in this course, left-click once on the green arrow button labeled “Next Slide”.

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What you’ll see as you progress from screen to screen, and situation to situation is something similar to what is on this screen. You’ll be presented with a scenario that calls for a situational leadership style approach. Your job then is to make your selection of what type of leadership style you would use to address the situation. When you select a style, you will be taken to another window in which you will get some feedback about your leadership style and how it might affect the employee in the situation.

For now though, just click the Green “Next Slide” button to proceed.

The “Pile Up!”

Patty was recently promoted to section supervisor, and although she seems to be doing okay in most areas of her responsibilities, when it comes to paperwork, well she just seems to be swamped! She’s mentioned her dilemma to you at a previous staff meeting, and you intended to talk with her about it, but up until this point when you passed by her desk, you had no idea how bad things were!

It’s time for a little chat and putting your leadership style to effective use. Click on the leadership style you would use from the selections below:

Supporting

Coaching

Delegating

Directing

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These buttons are not activated on this screen. To proceed, just click the Green “Next Slide” button.

These buttons are not activated on this screen. To proceed, just click the Green “Next Slide” button.These buttons are not activated on

this screen. To proceed, just click the Green “Next Slide” button.


Lets say you chose the leadership style Supporting. On this screen you would see the benefits and challenges of using that situational leadership style in this scenario, like in the above example. The style you use may affect the employee’s morale and you will see an indicator reflecting that too.

SUPPORTIVE BEHAVIOR is defined as:The extent to which a leader engages in two-way communication, listens, provides support and encouragement, facilitates interaction, and involves the follower(s) in decision-making. Three words can be used to define SUPPORTIVE BEHAVIOR: praise, listen, and facilitate.

“Supporting.” Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower(s) has the ability and knowledge to do the task whenever the use of this style is warranted.

Leadership Style Participant's Guide Page 3

Which Way Do I Go?

Leadership style is the pattern of behaviors you use when you are trying to influence the behaviors of others as perceived by them.

There are basically four leadership styles that can be applied to problem solving and decision making. The chart below shows four quadrants, each of which contains a leadership style that is available to you.

In your group, discuss each leadership style, and indicate in the space below that style when you think you would use that style, and under what conditions.

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Benefits of using this StyleBenefits of using this Style Challenges with using this StyleChallenges with using this Style

Two-way communication will provide support and encouragement for any problem-solving ideas Patty comes up with. Involve Patty in the decision-making that will affect a better outcome, since she knows her workload best.

Active listening will help you provide any needed coaching in case she runs into a mental block.

None at this point.

L Employee MoraleH

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After you get feedback about your initial approach to using a particular leadership style, there may be additional dialogue with the employee, which will give you even more opportunity to use your leadership communications style to address issues or concerns, like in the example above.

Click the Green “Next Slide” button to proceed in this demonstration.

What do you mean you support whatever decision I make to get things under control? I need some help here! How about getting me a temp.

So now what do you say?

After a point in your dialogue with Patty, she states what you see in the photo at right. You are now in a position to use additional leadership styles, or focus more intently on the style you just used.

Think about her remarks and decide on a communications tact. Click on the leadership style you would use from the selections below:

Supporting

Coaching

Delegating

Directing

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Lets say this time you chose the leadership style Coaching. On this screen you would see the benefits and challenges of using that situational leadership style in this scenario, like in the above example. The style you use may affect the employee’s morale and you will see an indicator reflecting that too.

SUPPORTIVE BEHAVIOR PROGRESSING TOWARD DIRECTIVE BEHAVIOR

“Coaching.” In this style, the leader still provides a great deal of direction and leads with his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as well as their ideas and suggestions. While two-way communication and support are increased, control over decision-making remains with the leader.


Which Way Do I Go?




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At this point you might use “active listening” to uncover what obstacles the employee faces in scheduling her work and time. You might make more specific suggestions about how she handles her work assignments and get her feedback on those suggestions.

She might feel like the final decision is not under her control anymore, and that she will just have to work harder to accomplish her task assignments.

Morale may slip a little bit.

L Employee MoraleH

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So that’s basically how you’ll be going through the course, always at your own pace, and being able to go back to previous screens to review steps you took in your progress.

If for some reason, you need to exit completely out of the class, just click on the Red Exit Class button on the left. You can always pick up in the chapter where you left off if you haven’t finished the program.

When you’re ready to begin the course, click on the green Next Slide button over on the left side of the screen.

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Lets begin with the four leadership styles.

First of all the definition of a leadership style is the pattern of behaviors you use when you are trying to influence the behaviors of others as perceived by them.


On the next slide we’ll look at the characteristics of each style.


Which Way Do I Go?




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Lets start with the Supporting style.

Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower(s) has the ability and knowledge to do the task whenever the use of this style is warranted.

Also notice where the Supporting style falls on the Leadership Chart. Besides the quadrants, there are x and y axes indicating higher or lower degrees of “supportive behavior” as well as “directive behavior”. A Supporting style would then fall on the high degree of the supportive behavior axis and low on the directive behavior axis.

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Now lets look at the Delegating style.

In this style, the leader discusses the problems with subordinate(s) until joint agreement is achieved on problem definition and then the decision-making process is delegated totally to the follower. Now it is the subordinate who has significant control for deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show” because they have both competence and confidence to take responsibility for directing their own behavior.

Notice where the Delegating style falls on the Leadership Chart. A Delegating style would fall on the low degree of the supportive behavior axis. It also falls on the low end of the directive behavior axis.

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SUPPORTING

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Now lets look at the Coaching style.

In this style, the leader still provides a great deal of direction and leads with his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as well as their ideas and suggestions. While two-way communication and support are increased, control over decision-making remains with the leader.

Notice where the Coaching style falls on the Leadership Chart. A Coaching style would fall on the high degree of the supportive behavior axis, and it also falls on the high end of the directive behavior axis.

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Now lets look at the Directing style.

In this style, the leader defines the roles of followers and tells them what, how, when, and where to do various tasks. Problem-solving and decision-making are initiated solely by the manager. Solutions and decisions are announced; communication is largely one-way, and implementation is closely supervised by the leader.

Notice where the Directing style falls on the Leadership Chart. A Directing style would fall on the low degree of the supportive behavior axis, while placing on the high end of the directive behavior axis.

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Alright. Lets take a minute to test our understanding of the four basic leadership styles. Here’s how the test works. Over on the left side of this screen is a scenario-based character beginning a dialogue with a follower. See if you can tell by his dialogue what leadership style category it falls into.

To make your choice of leadership style, just click once with your mouse in the box next to one of the styles below, and you’ll get feedback right away.

Good luck!

So then you’ll follow up with Mary in Budget and get those figures worked up for the presentation next Wednesday? The only thing I ask when you create the presentation is, please be concise.

I’ll make a note of that and you have my promise to keep things short and to the point.

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Excellent choice! Although at the low end of the supportive behavior axis, it is still a supportive style in that the employee does have autonomy with only minimal guidelines for the final outcome.

“Delegating.” In this style, the leader discusses the problems with subordinate(s) until joint agreement is achieved on problem definition and then the decision-making process is delegated totally to the follower. Now it is the subordinate who has significant control for deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show” because they have both competence and confidence to take responsibility for directing their own behavior.


Which Way Do I Go?




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The follower is in control of obtaining the figures for the presentation and decides on his own how to present them, as long as the overall presentation is concise.

Not anything of significance. The follower may feel some limited creativity in trying to keep the presentation brief, but that should not get in the way of success.

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You choseYou chose Delegating!Delegating!

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An acceptable choice, with an advisory. Although the follower definitely seems to have the knowledge and ability to prepare and present the report, he may need to hear from an authority figure that the presentation must be brief. It’s a fine line here, but that timing element may be critical once in the meeting with other key staff.

“Supporting.” Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower has the ability and knowledge to do the task whenever the use of this style is warranted.


Which Way Do I Go?




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Gives the follower independent decision-making power over obtaining the figures and using them in a presentation. And also allows him to judge what “concise” means.

May not be enough emphasis on keeping the presentation brief and to the point. The definition of concise is not clearly communicated.

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You choseYou chose Supporting!Supporting!

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Pursuing this style at this stage of the project development may be too restrictive. Although the follower’s ideas may be heard, there is good chance only the leader’s perspective will have influence.



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The leader may hear the follower’s ideas and make suggestions about them, as well as provide support for them.

The leader may have too much control over the process, the content and definitely the timing of the presentation.

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You choseYou chose Coaching!Coaching!

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Considering that the follower in this scenario appears to have a grasp of what information to include in the presentation, how to get it, and then how to make the presentation, directing this employee would have a negative effect on a successful outcome.

“Directing.” The leader defines the roles of followers and tells them what, how, when, and where to do various tasks. Problem-solving and decision-making are initiated solely by the manager. Solutions and decisions are announced; communication is largely one-way, and implementation is closely supervised by the leader.


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Not any of significance. The follower will appear to only be adhering to orders. Creativity in design and delivery of the presentation will most likely be hampered.

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You choseYou chose Directing!Directing!

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Notice that in the previous exercise, you were only allowed to use one Style to address the situation. Each of those styles in any given situation will probably have Benefits as well as Challenges.As we go forward, we will start to see the advantages of “Blending” Styles to take the greatest advantage of what each Style has to offer in various situations.


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Recap of Selecting a Recap of Selecting a “Style”“Style”

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Since leadership style has the greatest effect on people in a situation, it would be best to know something about the development level of those whom you are about to lead.Development level is defined as the Competence and Commitment of the follower(s) to perform a particular task without supervision.

CompetenceCompetence can be developed with appropriate direction and support. It is a function of knowledge and skills which can be gained from education, training, and experience.

CommitmentCommitment is a combination of motivation and confidence. ConfidenceConfidence is a measure of a person’s self-assuredness to do a task, while motivationmotivation is a person’s interest and enthusiasm in doing that task.

Situational Leadership identifies four development levels: Low (D1), Low to Moderate (D2), Moderate to High (D3), High (D4). Each of these development levels represents a different combination of competence and commitment as shown below:

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High

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According to Situational Leadership, as the development level of individuals increases from D1 to D4, their competence and commitment fluctuates. When first beginning a new task where they have had little, if any, prior knowledge or experience, most individuals are enthusiastic and ready to learn (D1).

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Hey, what if we try …

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Then when they begin to get into the task, individuals often find it is either more difficult to learn to perform the task than they thought it was going to be or less interesting than they had anticipated. This disillusionment decreases their commitment (D2).

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High

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If they overcome this state of development and learn to perform the task with help from their boss, most individuals then go through a self-doubt stage where they question whether they can perform the task well on their own. Their boss says they’re competent but they’re not so sure. These alternating feelings of competence and self-doubt cause the variable commitment associated with D3 commitment which fluctuates from excitement to insecurity.

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High

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With proper support, individuals can eventually become peak performers who demonstrate a high level of competence, motivation and confidence. In other words, given the appropriate amounts of direction and support, individuals move from one level of development to another, from being an enthusiastic beginner to a disillusioned learner to a reluctant contributor to a peak performer.

It is important when thinking about someone’s development level to remember that people are not “fully-developed” or “under-developed”. In other words, development level is not a global concept, it is a task specific concept. That is to say that people tend to be at different levels of development depending on the specific task, function, or objective that they are assigned.

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It Depends! Although it is nice and neat to put leadership styles into boxes and ask you to choose to use one versus another, the question here is: will that work in real life? Based on research, it has been shown that successful leaders adapt their style of leadership to fit the requirements of the situation. In particular, it was found that the amount of direction or support that a leader should provide depends on the development level that the follower(s) exhibits on a specific task, function, or objective to be accomplished. An example of this can be seen in the chart below.

So How Do You KnowSo How Do You KnowWhich Style Should Be Used?Which Style Should Be Used?

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Directing is for low development level. People who are high on commitment but low on competence are enthusiastic beginners. They are excited to get started and learn. Thus a Directing style that provides clear, specific direction and close supervision has the highest probability of being effective. Since commitment is high, support is not needed from the leader. Again, this style is called Directing because it’s characterized by the leader defining roles and telling people what, how, when, and where to do various tasks.

Lets look at that “Bell Curve” in more detail. Click inside the circle to get more information about the Directing leadership style.


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Coaching is for low to moderate development level. People who have some competence but lack commitment to take responsibility need both direction and support. Thus a Coaching style that provides directive behavior (because of their lack of competence) but also supportive behavior to build confidence and enthusiasm is most appropriate with individuals at this development level. This style is called Coaching because most people know that coaches both direct and support their people. This style which encourages two-way communication helps build confidence and motivation on the part of the follower, while keeping responsibility for and control over decision-making with the leader


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Lets look at that “Bell Curve” in more detail. Click inside the circle to get more information about the Coaching leadership style.

Supporting” is for moderate to high development level. People of this development level are competent but have variable commitment toward the assigned task. Their variable motivation is often a function of a lack of confidence or insecurity. However, if they are confident but uncommitted, their reluctance to perform is more of a motivational problem than a confidence problem. In either case, the leader needs to open up communication through two-way communication and active listening and to support followers’ efforts to use the skills they already have. Thus, a Supporting style has the highest probability of being effective with individuals at this development level. This style is called Supporting because the leader and follower share in decision-making, with the key roles of the leader being listening and facilitating.


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Lets look at that “Bell Curve” in more detail. Click inside the circle to get more information about the Supporting leadership style.

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“Delegating” is for persons at high development level on a particular task. People at this development level are both competent and motivated to take responsibility. Thus, a low profile Delegating style that provides little direction and support has the highest probability of being effective with individuals at this development level. Even though the leader may still identify the problem, the responsibility for carrying out plans is given to these experienced followers. They are permitted to run the “show” and decide on how, when, and where the task is to be accomplished. Since they are psychologically mature, they do not need above average amounts of two-way communication or supportive behavior.


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Lets look at that “Bell Curve” in more detail. Click inside the circle to get more information about the Delegating leadership style.

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So as you can see from our studies, and probably by your real-life experiences, the Leadership Style you use in any given situation depends! Click on the Green Next Slide button to continue with the course.

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Now that we have a more complete (although more complex) picture of how to apply leadership styles to different situations, lets test our knowledge again with a new scenario.

Like the first one we did, read the scenario at left, and see if you can determine the best leadership style to use for this follower and in this situation.

Click in the box next to the style you think is the most effective to use, and you’ll get your feedback.

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Scenario Background: You’re a Recreation Department supervisor for the City of St. Petersburg, and Jimmy Blake is a new employee reporting directly to you, who has been on the job about 2 months.

Jimmy’s position has him working specifically with children at one of the Recreation Centers. He came to the City with some experience working for another municipality in the same type of function, and that’s one of the reasons you hired him. You’re generally pleased with how he’s coming along in his position, but there are some things you’re concerned about and you need to speak with him as soon as possible.

He seems to get pretty upset with some of the more challenging kids. It may be time to discuss our policies with Jimmy with respect to children behaving badly.

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Supporting” is for moderate to high development level. People of this development level are competent but have variable commitment toward the assigned task. Their variable motivation is often a function of a lack of confidence or insecurity. However, if they are confident but uncommitted, their reluctance to perform is more of a motivational problem than a confidence problem. In either case, the leader needs to open up communication through two-way communication and active listening and to support followers’ effort to use the skills they already have. Thus, a Supporting style has the highest probability of being effective with individuals at this development level. This style is called Supporting because the leader and follower share in decision-making, with the key roles of the leader being listening and facilitating.

I’m not sure about your choice in this situation. Take a look at the Feedback Box.


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Supporting only the employee’s specific behaviors that are productive and support City policy will be a benefit in setting a foundation to discuss your areas of concern.

You really can’t share in decision-making in this regard. Jimmy needs to understand policies concerning disciplining children, or in any way making them feel intimidated.

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Coaching is for low to moderate development level. People who have some competence but lack commitment to take responsibility need both direction and support. Thus a Coaching style that provides directive behavior (because of their lack of competence) but also supportive behavior to build confidence and enthusiasm is most appropriate with individuals at this development level. This style is called Coaching because most people know that coaches both direct and support their people. This style which encourages two-way communication helps build confidence and motivation on the part of the follower, while keeping responsibility for and control over decision-making with the leader

A much better choice in this situation. Take a look at the Feedback Box.


This style will allow you to use directive behavior to inform Jimmy of better methods of handling some children. It will also encourage two-way communication with Jimmy, and allow you to control decision-making.

In this situation challenges with this style are minimized because you are in control while maintaining open communications with the follower.

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Delegating” is for persons at high development level on a particular task. People at this development level are both competent and motivated to take responsibility. Thus, a low profile Delegating style that provides little direction and support has the highest probability of being effective with individuals at this development level. Even though the leader may still identify the problem, the responsibility for carrying out plans is given to these experienced followers. They are permitted to run the “show” and decide on how, when, and where the task is to be accomplished. Since they are psychologically mature, they do not need above average amounts of two-way communication or supportive behavior.


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Definitely not an effective choice in this situation. Take a look at the Feedback Box.


Allows you to identify the problem area and indicate the responsibility for carrying out the plans is the follower’s.

You can’t allow the follower to “run the show” and decide on how, when, and where the actions will be taken. The negativity must be corrected immediately. Communications might be limited.

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Directing is for low development level. People who are high on commitment but low on competence are enthusiastic beginners. They are excited to get started and learn. Thus a Directing style that provides clear, specific directing and close supervision has the highest probability of being effective. Since commitment is high, support is not needed from the leader. Again, this style is called Directing because it’s characterized by the leader defining roles and telling people what, how, when, and where to do various tasks.


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I’m not sure about your choice in this situation. Take a look at the Feedback Box.


Will allow you to clarify his role in these kinds of situations. You can tell him how these types of children should be handled under what conditions.

Won’t allow for support from you. This follower’s commitment level to adhering to City policy is yet to be determined. May be overkill at this point.

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Once again, we see the limitations of applying only one style to a situation, as opposed to being able to Blend one or more of them together.Let’s look at that exercise again, but this time you will be able to select one or more Leadership Styles to address the problem situation.Click the Next Button

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In this case, lets look at the same scenario in which we just applied a single Leadership Style, Only this time see if you can determine the best leadership styles to use for this follower and in this situation.

Click in the box next to each style you think will work best, either alone or in combination with other styles.

Once you have made your Style choices, click on the Proceed Button to get your feedback.If you need to Reset the choices, just press the Reset Button, and make your selections again.

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Scenario Background: You’re a Recreation Department supervisor for the City of St. Petersburg, and Jimmy Blake is a new employee reporting directly to you, who has been on the job about 2 months.

Jimmy’s position has him working specifically with children at one of the Recreation Centers. He came to the City with some experience working for another municipality in the same type of function, and that’s one of the reasons you hired him. You’re generally pleased with how he’s coming along in his position, but there are some things you’re concerned about and you need to speak with him as soon as possible.

He seems to get pretty upset with some of the more challenging kids. It may be time to discuss our policies with Jimmy with respect to children behaving badly.

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Proceedwith choices

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Ready for some more scenarios? On this slide you can take your choice of scenarios that you want to experiment with.The list of scenarios to the left, indicates different situations. You can come back to this screen after you’ve finished a scenario and choose another to get more practice.When you have practiced enough and would like to move on to the next part of the course, just click the Green “Next Slide” button.

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Makin’ The Scene!Makin’ The Scene!

To access any of the situations below, just click on the scenario link and you’ll be taken to a screen where you can test your Leadership Style skill.

The “Situations”

• “The Know It All Newbie”!

• “The Full Plate Syndrome”

• “Nobody Showed Me”

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““The Know It All Newbie”!The Know It All Newbie”!This is Nick Knowlogy who finds it extremely difficult to maintain his humility. Although Nick just started in your department a couple of weeks ago, he is already making enemies with his co-workers because of his “know-it-all” attitude.It’s true that Nick did come to your organization with a certain amount of knowledge about the way this business is run, but his somewhat arrogant stance is hard for the other employees to take.You’ve had a few complaints from some of your staff, and now you’ve just taken a call from an employee in another department about Nick’s “all-knowing” ways.You’ve just called Nick in for a discussion. Get ready to use your most effective leadership style or styles throughout this chat.

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I guess you called me in today to congratulate me on getting Project XYZ done in record time, huh? It was a cinch. I can’t wait to sink my teeth into something that’s really challenging!

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You might be able to support his initiative and follow-through, but in this overall context, that support would only be the beginning of a conversation leading to corrective behavior.

You might find it awkward to compliment his work and then at once caution him about alienating team members.

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An interesting choice, all by itself. Although this follower definitely seems to have the knowledge and ability to get the job done, he obviously needs to hear how important teamwork is in your work unit. Using this leadership style exclusively might prove to be challenging, because on one hand you’ll be supporting diligent and productive work, and at the same time providing a caution about workplace relations.

For a reminder of what the Supporting leadership style does, click on the Reminder Button you see to my left.

You might want to consider another choice of style, or maybe even a blend of styles.

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Opens up communications between you and the follower so he can understand others’ perceptions and consequences of his work style.

This may not go far enough in your emphasis to the follower that some changes have to be made to maintain effective and productive work relations with other team members.

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This style is definitely called for in this scenario, but it may not be enough. Typically coaching is for followers that may lack commitment and need help with enthusiasm and even may need some confidence. In this case, those attributes may have been exercised too much at the expense of teamwork. This style does open the door to two-way communications, but may put too much emphasis on you taking responsibility for and control over decisions to be made.

For a reminder of what the Coaching leadership style does, click on the Reminder Button you see to my left.

It might be better to blend this style with another.

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Coaching is for low to moderate development level. People who have some competence but lack commitment to take responsibility need both direction and support. Thus a Coaching style that provides directive behavior (because of their lack of competence) but also supportive behavior to build confidence and enthusiasm is most appropriate with individuals at this development level. This style is called Coaching because most people know that coaches both direct and support their people. This style which encourages two-way communication helps build confidence and motivation on the part of the follower, while keeping responsibility for and control over decision-making with the leader.

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Not too many. This would put you in very close control which could dampen the follower’s spirit and motivation.

This could turn an otherwise productive “fast-charger” into someone who constantly seeks permissions and direction every time he is assigned a task.

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This style is overkill for the challenge at hand. Directing always works best for those who are low in competence, but high on commitment. It tends to provide very specific directions and close supervision. This style used exclusively might just turn a high-performer in the other direction.

For a reminder of what the Directing leadership style does, click on the Reminder Button you see to my left.

It might be better to consider another style or combination of them.

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The onus to change and establish a productive and collaborative work environment is the follower’s responsibility. Your goal is to communicate the perceptions and request the change in attitude.

The behavior might continue if left unchecked, so it may be incumbent on you to hold follow-up meetings to check on the progress of all concerned.

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This style may just be the best choice, if you were to only use one style. Even though the leader may still identify the problem, the responsibility for carrying out plans is given to these experienced followers. Since they are psychologically mature, they do not need above average amounts of two-way communication or supportive behavior. Once this follower knows how his team mates perceive him, it should be his responsibility to address those problems through adjusted behavior.

For a reminder of what the Delegating leadership style does, click on the Reminder Button you see to my left.

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If you need more info about each Style, just click on the appropriate Reminder button to my left.

Styles ComboStyles Combo


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Benefits of using these StylesBenefits of using these Styles Challenges with using these Challenges with using these StylesStyles

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“The Full Plate Syndrome”!

Here’s Freda Fuller who spends a significant amount of time juggling the projects that have been assigned to her. She has taken all the required classes, including the one on Time Management, but her workload always seems to be up in the air!Freda is a hard worker and always willingly takes on any task you ask her to do, but one of the projects you needed from her is late, and since you haven’t received any status update from Freda, you now need to have a discussion about this project, and maybe how she handles her workload.Get ready to use your most effective leadership style throughout this talk.

Hey Boss, what’s up?

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The most minimal benefit would be that you are showing your support for her motivation to assume task assignments in order to assist with your department’s goals and objectives.

The main challenge is using this style exclusively with regard to others. Your support would have to be tempered with cautions about taking on too many assignments, using time effectively, and perhaps assessing her capabilities with regard to some tasks.

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This is definitely a questionable choice of styles, especially if it used exclusively of other styles. Attempting to support this employee’s work habits may just lead to a continuation of fragmented productivity.

For a reminder of what the Supporting leadership style does, click on the Reminder Button you see in lower part of this screen.


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You could provide direction in some areas of time management, while supporting the willingness on her part to take on the task assignments.

Encourages two-way communications with the employee in order to discuss potential blocks to effective time management.

Used exclusively this might make the employee feel like you have taken over the decision-making responsibility that she had before.

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This is a somewhat questionable choice of styles, especially if it used exclusively of other styles. Coaching may be too overbearing on this employee at this point.

For a reminder of what the Coaching leadership style does, click on the Reminder Button you see in lower part of this screen.

You might want to consider this style with a blend of other styles.

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You can assist in problem solving with the employee to get her to see how she is currently handling her work schedule, while allowing her to figure out how to balance her tasks.

Since this works best on a particular task, it might not be enough since her problem is taking on too many tasks.

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This is a better choice of styles, especially if it used in conjunction with other styles. It can help put the responsibility for success on the employee.

For a reminder of what the Delegating leadership style does, click on the Reminder Button you see in lower part of this screen.


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You could specifically offer a way to successful handling of her time and tasks.

This will probably be seen by the employee as dictating every detail in how she does her job, instead of working together toward a better outcome.

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This might be the worst choice of styles, especially if it used exclusively from other styles. It can put too much direction and instructions on the employee.

For a reminder of what the Directing leadership style does, click on the Reminder Button you see in lower part of this screen.


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Can I see that one more time? I’m not too sure about how to start.

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““Nobody Showed Me”!Nobody Showed Me”!Meet Sam Showman, who generally will accept any work assignment you need him to do, but doesn’t proactively jump in to learn things. Instead he stands off to the side, or just remains in the background until someone requests his help. Then he complains that he can’t contribute that much unless someone shows him what to do. At times, even after you step him through a work process, you wonder how interested he is in learning about the task, because later he often uses the same excuse such as “nobody showed me”.You’ve decided to have a sit down discussion with Sam about doing whatever it takes to learn the job, and then remember what was shown to him! Get ready to use your most effective leadership style throughout this talk.

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Negligible, but with a strong emphasis on two-way communications, initiated by you, there’s a chance you can get the employee to see the error of his ways.

This employee may interpret your support as an approval to continue this kind of behavior. In fact, the behavior may even worsen with just support.

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This is definitely a questionable choice of styles, especially if it used exclusively of other styles. Attempting to support this employee’s work habits may just lead to a continuation of the “show me” behavior.

For a reminder of what the Supporting leadership style does, click on the Reminder Button you see in lower part of this screen.


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Encourages two-way communications with the employee in order to discuss potential blocks to proactively engaging in the task at hand. Can also provide support for the activities he has demonstrated willing participation in.

None of significance.

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This is a better choice of styles, and can be blended with other styles. Coaching may just be what this employee needs at this point.

For a reminder of what the Coaching leadership style does, click on the Reminder Button you see in lower part of this screen.

You might want to consider emphasizing this style with a blend of other styles.

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Used exclusively of other styles might prove to be ineffectual.

It might not be enough emphasis on problem-solving, and could send a message that he can continue with his position on handling tasks.

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This is a less than optimal choice of styles, especially if it is not used in conjunction with other styles. It might suggest to the employee that everything is fine and to continue with his behavior.

For a reminder of what the Delegating leadership style does, click on the Reminder Button you see in lower part of this screen.


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Blended in with the use of other Leadership Styles, you could specifically offer a way to this employee that would allow him to use more initiative in handling tasks.

This will probably be seen by the employee as dictating every detail in how he does his job, instead of allowing him to decide how to achieve a better outcome.

L Employee MoraleH

This choice of styles has some benefit, but only if it used in conjunction with other styles. It can put too much restriction and specific instructions on the employee.

For a reminder of what the Directing leadership style does, click on the Reminder Button you see in lower part of this screen.


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What’s YourWhat’s Your

Here’s a chance for you to look into, Here’s a chance for you to look into, and ultimately and ultimately atat your leadership your leadership style. When you click on the link style. When you click on the link below, you will begin a self-below, you will begin a self-assessment about your particular assessment about your particular style.style.

Be candid and honest with your Be candid and honest with your answers. There are no “right” or answers. There are no “right” or “wrong” responses, just your “wrong” responses, just your perspective on things.perspective on things.

Click on the Link below and Have Click on the Link below and Have fun!fun!

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Personal Style Assessment


My My PreferencesPreferences

A B C D

PacePaceFast

DeliberateFast

SpontaneousSlow

RelaxedSlow

Calculated

Key NeedsKey NeedsControl

LeadershipPraise

RecognitionFriends

RelationshipsAccuracy

Information

BehaviorBehaviorSelf-contained

DirectApproachable

DirectInformalIndirect

DistantPassive

AppearanceAppearanceBusinesslikeProfessional

FashionableStylish

CasualComfortable

FunctionalConservative

PriorityPriorityGet resultsTask/results

Be noticedGet attention

Be likedHave friends

Be correctUnderstood

ConcernsConcernsGoals

ObjectivesVisionsDreams

FeelingsEmotions

SystemsProcedures

FearsFears Loss of control Loss of prestige Conflict with others To be correct

Would like Would like others to…others to…

Be committedTake action

Be exciting andStimulating

Be pleasantShow concern

Be factualand precise

Under stressUnder stressCritical

DictatorialSuperficialSarcastic

SubmissiveIndecisive

WithdrawHeadstrong

Work/officeWork/officeenvironmentenvironment

StructuredEfficient

MessyCluttered

ComfortableWarm

NeatOrganized

Thought /Thought /ConsiderationsConsiderations

What it costs? Who else does/uses it? Will others like it? Will it work?

Personal Personal strengthsstrengths

LeadershipMake decisions

PersuadingMotivating

ListeningTeamwork

Problem solvingAnalysis

Gain security Gain security throughthrough

ControlLeadership

Other’s approvalPlayfulness

FriendshipsCooperation

ThoroughnessPreparation

TotalsTotals

Personal Style Assessment and Summary

In the table, for each of the characteristics in the first column, click in one of the blocks of words on the right that represents you most of the time in your work environment.Work across the table by clicking only 1 block for each row.If you need to change the choice you selected, just click on the Orange Reset button, then make your choice for that Row again.After you’ve made your entries, click on the Purple Button at the bottom of the screen to total your column scores.

ResetReset

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Total your Total your choiceschoices

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Find Out Find Out What Your What Your Scores MeanScores Mean

Total = 1 Total = 2 Total = 8 Total = 2

The following slides are Leadership Styles choices relating to the Recreation Center Worker with Communications Challenges towards misbehaving children.

This scenario is the “Multi-Choice” situation – Slide #39.

A somewhat questionable selection by itself. The employee’s behavior being exhibited towards a child, even one who is disruptive and challenging must be addressed. Perhaps blending this style with others may offer a more complete solution.

“Supporting.” Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower has the ability and knowledge to do the task whenever the use of this style is warranted.


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Gives the follower his choice in how he goes about adjusting his behavior and communications in challenging situations.

May not be enough emphasis on City policies and procedures about interacting with children while under the care and supervision of City-sponsored activities.

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You choseYou chose Supporting!Supporting!

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A comprehensive and effective blend of Leadership Styles that should prove successful in giving the employee the strict behavior guidelines, and at the same time allowing him autonomy in how he adjusts his communications.

You choseYou chose Supporting and Supporting and Delegating!Delegating!

“Supporting.” Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower has the ability and knowledge to do the task whenever the use of this style is warranted.“Delegating.” In this style, the leader discusses the problems with subordinate(s) until joint agreement is achieved on problem definition and then the decision-making process is delegated totally to the follower. Now it is the subordinate who has significant control for deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show” because they have both competence and confidence to take responsibility for directing their own behavior.

Benefits of using these StylesBenefits of using these Styles Challenges with using these StylesChallenges with using these Styles

Gives the follower his choice in how he goes about adjusting his behavior and communications in challenging situations. And also provides the Leader an opportunity to emphasize the importance of restraint even in the most challenging situations.

None of any significance.

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A slightly more comprehensive blend of Leadership Styles that should prove successful in steering the employee toward strict behavior guidelines, and at the same time allowing him autonomy in how he adjusts his communications. This combination provides more Direction where needed.

You choseYou chose Supporting, Delegating and Supporting, Delegating and Coaching!Coaching!“Supporting.” Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower has the ability and knowledge to do the task whenever the use of this style is warranted.“Delegating.” In this style, the leader discusses the problems with subordinate(s) until joint agreement is achieved on problem definition and then the decision-making process is delegated totally to the follower. Now it is the subordinate who has significant control for deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show” because they have both competence and confidence to take responsibility for directing their own behavior.“Coaching.” In this style, the leader still provides a great deal of direction and leads with his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as well as their ideas and suggestions. While two-way communication and support are increased, control over decision-making remains with the leader.



Coaching could add some direction in case the employee is confused or resistant to changing his behavior.

Probably not any of significance, as long as giving Direction is couched in a Coaching manner.

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This combination of all styles would be over the top. There is strong potential for the employee feeling confused and berated.

At an early stage in these types of situations, Coaching, Supporting, and Delegating would be more than enough.

You choseYou chose all of the Leadership Styles!all of the Leadership Styles!

“Supporting.” Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower has the ability and knowledge to do the task whenever the use of this style is warranted.“Delegating.” In this style, the leader discusses the problems with subordinate(s) until joint agreement is achieved on problem definition and then the decision-making process is delegated totally to the follower. Now it is the subordinate who has significant control for deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show” because they have both competence and confidence to take responsibility for directing their own behavior.“Coaching.” In this style, the leader still provides a great deal of direction and leads with his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as well as their ideas and suggestions. While two-way communication and support are increased, control over decision-making remains with the leader.“Directing.” The leader defines the roles of followers and tells them what, how, when, and where to do various tasks. Problem-solving and decision-making are initiated solely by the manager. Solutions and decisions are announced; communication is largely one-way, and implementation is closely supervised by the leader.


Unfortunately, very few. These many different Leadership Styles can be confusing to both the employee and the leader.

This would be “overkill” in terms of what type of communications would be meaningful to a successful outcome.

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An effective blend of styles that should provide direction for the employee, while allowing for dialogue. The leader has to be careful not to over-emphasize taking control of the decision-making.

You choseYou chose Supporting and Coaching!Supporting and Coaching!

“Supporting.” Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower has the ability and knowledge to do the task whenever the use of this style is warranted.“Coaching.” In this style, the leader still provides a great deal of direction and leads with his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as well as their ideas and suggestions. While two-way communication and support are increased, control over decision-making remains with the leader.



A caution exists with Leader assuming too much of the decision-making control.

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This call is definitely questionable, since the styles are mostly at odds. This could cause additional problems rather than solve the one at hand.

You choseYou chose Supporting and Directing!Supporting and Directing!

“Supporting.” Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower has the ability and knowledge to do the task whenever the use of this style is warranted.“Directing.” The leader defines the roles of followers and tells them what, how, when, and where to do various tasks. Problem-solving and decision-making are initiated solely by the manager. Solutions and decisions are announced; communication is largely one-way, and implementation is closely supervised by the leader.


Questionable since the two styles are at opposite ends of the continuum.

This may be the ultimate confusing communication since supporting and directing at the same time is almost a paradox.

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A very questionable choice of styles blending. Supporting and Directing are polar opposites. This will only be a confusing and mixed-signal discussion with the employee.

You choseYou chose Supporting, Coaching and Supporting, Coaching and Directing!Directing!“Supporting.” Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower has the ability and knowledge to do the task whenever the use of this style is warranted.“Coaching.” In this style, the leader still provides a great deal of direction and leads with his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as well as their ideas and suggestions. While two-way communication and support are increased, control over decision-making remains with the leader.“Directing.” The leader defines the roles of followers and tells them what, how, when, and where to do various tasks. Problem-solving and decision-making are initiated solely by the manager. Solutions and decisions are announced; communication is largely one-way, and implementation is closely supervised by the leader.


Very few, since two of the styles conflict with one another.

Attempting to mix or blend styles, when they are so different will lend itself to confusing communications, and not accomplish the objectives.

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A very targeted Leadership Style that should prove successful in steering the employee toward strict behavior guidelines, and at the same time allowing him autonomy in how he adjusts his communications. This Style allows for follow-up and more direction where needed.

You choseYou chose Delegating!Delegating!

“Delegating.” In this style, the leader discusses the problems with subordinate(s) until joint agreement is achieved on problem definition and then the decision-making process is delegated totally to the follower. Now it is the subordinate who has significant control for deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show” because they have both competence and confidence to take responsibility for directing their own behavior.



Probably not any of significance, yet a follow-up session is called for.

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A blend of Leadership Styles that should prove successful in steering the employee toward strict behavior guidelines, and at the same time allowing him autonomy in how he adjusts his communications. Follow-up may be called for as well.

You choseYou chose Delegating and Coaching!Delegating and Coaching!

“Delegating.” In this style, the leader discusses the problems with subordinate(s) until joint agreement is achieved on problem definition and then the decision-making process is delegated totally to the follower. Now it is the subordinate who has significant control for deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show” because they have both competence and confidence to take responsibility for directing their own behavior.“Coaching.” In this style, the leader still provides a great deal of direction and leads with his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as well as their ideas and suggestions. While two-way communication and support are increased, control over decision-making remains with the leader.



Coaching could add some direction in case the employee is confused or resistant to changing his behavior.

Probably not any of significance. Follow-up may be called for in this scenario.

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This combination of styles would be questionable. There is strong potential for the employee feeling told what to do, as opposed to figuring that out for himself and then implementing it.

Other combinations would prove more effective.

You choseYou chose Delegating and Directing!Delegating and Directing!

“Delegating.” In this style, the leader discusses the problems with subordinate(s) until joint agreement is achieved on problem definition and then the decision-making process is delegated totally to the follower. Now it is the subordinate who has significant control for deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show” because they have both competence and confidence to take responsibility for directing their own behavior.“Directing.” The leader defines the roles of followers and tells them what, how, when, and where to do various tasks. Problem-solving and decision-making are initiated solely by the manager. Solutions and decisions are announced; communication is largely one-way, and implementation is closely supervised by the leader.


In this case, very few, if any at all. Delegating and Directing can be at odds in this scenario.

This might send mixed signals to the employee. Although guidance with behavioral responses is called for, Directing might come across as overbearing.

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This combination of styles would be questionable and confusing. This employee may come away from the counseling session with less clarification and guidance than hoped for.

You choseYou chose Delegating, Coaching and Delegating, Coaching and Directing!Directing!“Delegating.” In this style, the leader discusses the problems with subordinate(s) until joint agreement is achieved on problem definition and then the decision-making process is delegated totally to the follower. Now it is the subordinate who has significant control for deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show” because they have both competence and confidence to take responsibility for directing their own behavior.“Coaching.” In this style, the leader still provides a great deal of direction and leads with his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as well as their ideas and suggestions. While two-way communication and support are increased, control over decision-making remains with the leader.“Directing.” The leader defines the roles of followers and tells them what, how, when, and where to do various tasks. Problem-solving and decision-making are initiated solely by the manager. Solutions and decisions are announced; communication is largely one-way, and implementation is closely supervised by the leader.


In this case, very few, if any at all. Delegating and Directing can be at odds in this scenario. Directing and Coaching will work against each other too.

This would send multiple mixed signals to the employee. Although guidance with behavioral responses is called for, Directing might come across as overbearing. Coaching is the better choice at this stage.

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A Leadership Style that should prove successful in steering the employee toward strict behavior guidelines, and at the same time allowing him autonomy in how he adjusts his communications. Follow-up may be called for as well.

You choseYou chose Coaching!Coaching!



Gives the follower his choice in how he goes about adjusting his behavior and communications in challenging situations. And also provides the Leader an opportunity to emphasize the importance of restraint even in the most challenging situations, while providing some direction in case the employee is confused or resistant to changing his behavior.

Probably not any of significance. Follow-up may be called for in this scenario.

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You choseYou chose Coaching and Directing!Coaching and Directing!

“Coaching.” In this style, the leader still provides a great deal of direction and leads with his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as well as their ideas and suggestions. While two-way communication and support are increased, control over decision-making remains with the leader.“Directing.” The leader defines the roles of followers and tells them what, how, when, and where to do various tasks. Problem-solving and decision-making are initiated solely by the manager. Solutions and decisions are announced; communication is largely one-way, and implementation is closely supervised by the leader.


In this case, very few, if any at all. Coaching and Directing can be at odds in this scenario.

This would send mixed signals to the employee. Although guidance with behavioral responses is called for, Directing might come across as overbearing. Coaching is the better choice at this stage.

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A Leadership Style that might prove devastating, especially going forward. This might be too much too soon.

Coaching would be a better start here.

You choseYou chose Directing!Directing!

“Directing.” The leader defines the roles of followers and tells them what, how, when, and where to do various tasks. Problem-solving and decision-making are initiated solely by the manager. Solutions and decisions are announced; communication is largely one-way, and implementation is closely supervised by the leader.


At this stage (first occurrence that you have observed), this might be overkill.

Since this employee is just starting out in your organization, this Style would probably be perceived as overbearing and stifling.

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You choseYou chose Supporting, Delegating and Supporting, Delegating and Directing!Directing!“Supporting.” Here the locus of control for day-to-day decision-making and problem-solving shifts from leader to follower. The leader’s role is to provide recognition and to actively listen and facilitate problem-solving/decision-making on the part of the follower. This is appropriate since the follower has the ability and knowledge to do the task whenever the use of this style is warranted.“Delegating.” In this style, the leader discusses the problems with subordinate(s) until joint agreement is achieved on problem definition and then the decision-making process is delegated totally to the follower. Now it is the subordinate who has significant control for deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show” because they have both competence and confidence to take responsibility for directing their own behavior.“Directing.” The leader defines the roles of followers and tells them what, how, when, and where to do various tasks. Problem-solving and decision-making are initiated solely by the manager. Solutions and decisions are announced; communication is largely one-way, and implementation is closely supervised by the leader.


None. This would send multiple mixed signals to the employee. Although guidance with behavioral responses is called for, Directing might come across as overbearing. Supporting is not called for at this stage.

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The following slides are Leadership Styles choices relating to the “Know-It-All” Worker with Team work Challenges towards co-workers.


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You might want to rethink this combo. Support would be hard to communicate here, even though ultimately you will Delegate his responsibility to improve.


Supporting & Supporting & DelegatingDelegatingBenefits of using these StylesBenefits of using these Styles Challenges with using these StylesChallenges with using these Styles

Questionable, since this employee exhibits too much confidence, therefore limiting the amount of Support you can offer. Delegating his improvement does have merit.

In combination there is the potential for confusion and mixed signals.

L Employee MoraleH “Delegating” is for persons at high development

level on a particular task. People at this development level are both competent and motivated to take responsibility. Thus, a low profile Delegating style that provides little direction and support has the highest probability of being effective with individuals at this development level. Even though the leader may still identify the problem, the responsibility for carrying out plans is given to these experienced followers. They are permitted to run the “show” and decide on how, when, and where the task is to be accomplished. Since they are psychologically mature, they do not need above average amounts of two-way communication or supportive behavior.







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A questionable combo. In this case, Supporting and Coaching just don’t mix.


Supporting & Supporting & CoachingCoachingBenefits of using these StylesBenefits of using these Styles Challenges with using these StylesChallenges with using these Styles

A mixed signal potential is high here since the behavior to support must be superseded by the behavior to improve.

The employee may not be able to discern between what you are supporting versus what you are Coaching him to change.

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This is a conflict of Styles. In this scenario, the employee needs more Coaching and Directing than Supporting.


Supporting & Supporting & DirectingDirecting


Hardly any since the Styles in this instance can conflict.

Too much potential for confusion about what is the productive behavior and what needs to be imporved.

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MouseContinue courseButtons This is a case of too many Styles.

A blend is called for, but more focused on two complementary Styles.


Supporting, Delegating, Supporting, Delegating, and Coachingand CoachingBenefits of using these StylesBenefits of using these Styles Challenges with using these StylesChallenges with using these Styles

Hardly any. Too many Styles to carry on an effective communications with the employee.

The employee may become confused and overwhelmed by the mix of communications.

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This is a case of too many Styles. A blend is called for, but more focused on two complementary Styles.


Supporting, Delegating, and Supporting, Delegating, and DirectingDirectingBenefits of using these StylesBenefits of using these Styles Challenges with using these StylesChallenges with using these Styles



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Supporting, Coaching, Supporting, Coaching, and Directingand DirectingBenefits of using these StylesBenefits of using these Styles Challenges with using these Challenges with using these

StylesStyles



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This is a case of way too many Styles. A blend is called for, but more focused on two complementary Styles.


All Four Leadership All Four Leadership StylesStyles


None. This is overkill! Too many points of views coming at the employee.

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Excellent choice of Styles. Coaching is called for, while Delegating how he improves should make the process more successful.


Delegating and Delegating and CoachingCoachingBenefits of using these StylesBenefits of using these Styles Challenges with using these StylesChallenges with using these Styles

You will be able to provide, as well as help the employee discover the corrective steps to take, and at the same time allow him to figure out the implementation of his strategy.

Very few, if any at all.

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Not the best combo of Styles. At this stage another more complementary set of Styles is called for.


Delegating and Delegating and DirectingDirectingBenefits of using these StylesBenefits of using these Styles Challenges with using these StylesChallenges with using these Styles

May be questionable. Directing may be too much at this point, while Delegating is called for.

A confusing mix of Styles. Directing may be too much at this stage.

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These three Styles will work against each other in this scenario and at this stage in the problem solving.


Delegating, Coaching, and Delegating, Coaching, and DirectingDirectingBenefits of using these Benefits of using these

StylesStylesChallenges with using these Challenges with using these StylesStyles

None. Confusion, overkill and high risk of failure to improve.

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Not the best mix in this case. Too much potential supervising.


Coaching and Coaching and DirectingDirectingBenefits of using these StylesBenefits of using these Styles Challenges with using these StylesChallenges with using these Styles

At this stage, any benefits are questionable. A less-than-optimal mix of Styles. Might send a message of overbearing supervision to the employee.

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The following slides are Leadership Styles choices relating to the “Full Plate” Worker with Time Management challenges.


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You might want to rethink this combo. Support would be hard to communicate here, and Delegating at this stage is questionable.



Minimal without bringing other Styles. Lacks Direction and Guidance for this employee.

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A questionable combo. In this case, Supporting and Coaching just don’t mix.



Only the Coaching will reap benefits here. Mixing that Style in with Supporting may prove unsuccessful.

The employee may not be able to discern between what you are supporting versus what you are Coaching her to change.

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None. These are conflicting Styles in this scenario.

Too much potential for confusion about what is the productive behavior and what needs to be improved.

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Directing is for low development level. People who are high on commitment but low on competence are enthusiastic beginners. They are excited to get started and learn. Thus a Directing style that provides clear, specific directing and close supervision has the highest probability of being effective. Since commitment is high, support is not needed from the leader. Again, this style is called Directing because it’s characterized by the leader defining roles and telling people what, how, when, and where to do various tasks.Supporting” is for moderate to high development

level. People of this development level are competent but have variable commitment toward the assigned task. Their variable motivation is often a function of a lack of confidence or insecurity. However, if they are confident but uncommitted, their reluctance to perform is more of a motivational problem than a confidence problem. In either case, the leader needs to open up communication through two-way communication and active listening and to support followers’ effort to use the skills they already have. Thus, a Supporting style has the highest probability of being effective with individuals at this development level. This style is called Supporting because the leader and follower share in decision-making, with the key roles of the leader being listening and facilitating.




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“Delegating” is for persons at high development level on a particular task. People at this development level are both competent and motivated to take responsibility. Thus, a low profile Delegating style that provides little direction and support has the highest probability of being effective with individuals at this development level. Even though the leader may still identify the problem, the responsibility for carrying out plans is given to these experienced followers. They are permitted to run the “show” and decide on how, when, and where the task is to be accomplished. Since they are psychologically mature, they do not need above average amounts of two-way communication or supportive behavior. DirectingDirecting

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Excellent choice of Styles. Coaching is called for, while Delegating how she improves should make the process more successful.



You will be able to provide, as well as help the employee discover the corrective steps to take, and at the same time allow her to figure out the best way to prioritize her work tasks.


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The following slides are Leadership Styles choices relating to the “Nobody Showed Me” Worker with Showing Initiative challenges.


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This combo has some value with minimal emphasis on Delegating. Support would be necessary to communicate here, and Delegating at this stage is questionable.



There may be substantial potential for improvement with this combo, since there seems to be “reluctance” on the employee’s part.

Delegating may leave something to be desired, since it appears this employee requires some close supervision..

L Employee MoraleH “Delegating” is for persons at high development

level on a particular task. People at this development level are both competent and motivated to take responsibility. Thus, a low profile Delegating style that provides little direction and support has the highest probability of being effective with individuals at this development level. Even though the leader may still identify the problem, the responsibility for carrying out plans is given to these experienced followers. They are permitted to run the “show” and decide on how, when, and where the task is to be accomplished. Since they are psychologically mature, they do not need above average amounts of two-way communication or supportive behavior.







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A combo that has the potential to reap results, but one with very clear communications and follow-up.



The Supporting may help foster open two-way communications, while Coaching can provide the guidance this employee obviously needs.

The employee may feel a bit “supervised”, but in this case, it applies.

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None. These are conflicting Styles in this scenario.

Too much potential for confusion about what is the productive behavior and what needs to be improved.

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Excellent choice of Styles. Coaching is called for, while Delegating how he improves should make the process more successful.



You will be able to provide, as well as help the employee discover the steps to take, and at the same time allow him to figure out what he has to do to maintain what has been showed to him.


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The following slides are Personal Style assessment analysis.

Alright, now we’re going to look at what all those numbers mean with regard to your communications .

Read the instructions on this page to determine what your primary style of communication is. The other numbers come into play as additional styles you use.

When you’re ready to see the Styles explanations, click on the Green Button.

Personal Styles Personal Styles AssessmentAssessment

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BEST Styles BEST Styles ExplanationsExplanations

The letter representing the largest total is your primary style of communicating. The next lowest number represents other styles you may use. Note: If two letters are equally represented or the four numbers are fairly equal in value, the choice of which style to use during interaction increases. In other words, you feel comfortable communicating from two or four styles.

The BEST Model

The letters represent the four primary personality styles:old xpressive ympathetic echnical

There is no one best style; the more of each style we can use in our communications, the more flexible we become in working with others who use a different dominant style.

On the next slide we’ll begin to look at what each style means.


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B The Bold type personality likes a challenge. They want control over serious matters, make quick decisions and will use a direct communication style that at times can seem blunt to others. They have great administrative and operational skills, and appear to others as cool, and competitive.

They like to work independently, and can create problems when they exclude others or do not delegate to others. They tend towards crisis management, sometimes insensitive to the needs of others over the need to complete the project on time. They want freedom to manage themselves and others and use their leadership skills to become winners. Their negative traits tend towards stubbornness, impatience, and toughness that can sometimes be strained by poor listening habits.

old


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xpressiveE The Expressive type personality uses animation and liveliness in a social environment. Actions and decisions are usually spontaneous, and include sharing and persuading to their point of view. They can influence others through positive interactions, as opposed to using numbers. Not overly concerned with facts and details, they like to generalize and this may cause problems.

Working alone for that reason may be a problem in managing deadlines, and will need to define details and specific objectives to improve. Their drawbacks are getting involved in too many things, impatience and disorganized. They will need to control their time and emotions, be more attune to objectives, goals and deadlines, and take a more logical approach to getting things done.


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ympatheticS The Sympathetic type personality is most often patient, dependable, considerate of others, loyal, and a good listener. They work to serve, and prefers following – not leading. They like the security of status quo, but when working may procrastinate and lack a sense of urgency at times.

This type needs to learn to adjust quickly to unexpected changes, and become more assertive when necessary. They have natural counseling skills and are extremely supportive, with the focus on building trust. They may not share information, space, and things as much due to a need for security (fear of loss). They dislike interpersonal conflict, and will avoid risky to unknown situations. They sometimes will say what they think others want to hear to keep the status quo. They need to reach beyond their own comfort zones to set goals that might require risk, and then practice delegation skills.


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echnicalT The Technical type personality is most often in control, very precise with details, cautious, and rule-oriented and exhibits a need for order. Tends towards planning and organizing, and may be called a perfectionist. Calculates risks using logical thinking, is persuaded by facts and is willing to listen (to facts).

They are serious, orderly, and tend to be skeptical, and can be non-contact people and like to keep their distance. They can be seen as aloof, picky, and critical. They could benefit by being more decisive (timing), show concern and appreciation for others, use timesavers to work deadlines, and use guidelines instead of ‘it’s the rule!’

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So as you can see, there is no one best way to lead, but rather a best blend of styles is most effective.

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Using the MouseUsing the Mouse

The mouse is the easiest way to get around from screen to screen and do things on each screen. The mouse has two buttons in the front of it, like the one in this example. The button you will use is on the left side of the mouse as you are holding it in your hand.

You will usually only have to press (or click) the left button on the mouse once with your finger. Depending on what graphic or symbol or link you’re clicking on, that one click will either take you somewhere else in the program, or display some other information on the screen.


This is a link that takes you back to the slide you were just on

Click once on either the Yellow Arrow Button or the Red Link to go back to the slide you were on when you came here.


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The easiest way to pick up where you left off if you had to exit the class early is to click on the Brown Button labeled “Continue Course” on the main screen. This button takes you to the Course Contents screen which has links to get you back to the Chapter you were working on when you had to exit the course.


Course ContentsCourse ContentsTo return to the screen you were just on when you clicked for HELP, click once on the Yellow Return Button below.


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The graphic “Action” buttons on each screen will take you to where you need to go next in your progress through this class. You only

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The Green button always takes you forward. On the Main screen it begins the course. After that it takes you to the next slide you need to be on.

The Orange button always takes you back to the previous slide in sequence in the course (where applicable).

This Brown button always takes you to the Course Contents. It is only on the Main screen.

The Blue button displays a menu that provides links to help on some subject, like the one your visiting right now.

The Red button always takes you to the last slide where exit comments offer further instructions.

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When you’re ready to go back to the slide you were on, click the Yellow Arrow Button.


This special Yellow Arrow button always takes you to back to the slide you were just working on.


End of CourseEnd of CourseIf you have arrived on this screen because you have to exit from the program early, you’ll be able to pick up where you left off by clicking on one of the links on the Course Contents Screen which will then take you to the Chapter of this course you were engaged in when you arrived here.

When you return to the Main screen, just click on the Brown Button to “Continue Course” and that will lead to the Course Contents.

If you have completed all of the modules in this course, congratulations and we’ll see you in another online learning class in the future.

To exit out of the PowerPoint Slide program now, press the Escape Key <Esc> at the top left of your keyboard once.

See ya’next time!

Documents

Leadership Style CBT