Situational Leadership & Teamwork

S

Situational Leadership &

Teamwork John Roberto

LifelongFaith Associates([email protected])

Leadership for Adult Faith Formation

“The leader of the future isn’t a person. It is a team. It is a group of people gifted and called

by God to lead. It is a community drawn together by a sense of the possible within a

congregation and committed to making God’s kingdom just a bit more real in their

time and place. This fact alone changes the notions of leadership that pastors and congregations have operated under for years. It breaks down barriers between

professional and lay leaders. It refocuses our attention on gifts and call as being the basis

for ministry.”


“The focus on gifts and call leads us to a new humility about leadership. It reminds us that no one has all the gifts, but all the gifts are present within the Body. This is

why a leadership team is essential for the future. When the challenges before us

are great we need to take advantage of every gift God has given. That is only possible if we approach the task of

leadership as a team.”


“Someone will need to see his or her primary call as bringing together the group… That responsibility requires the eyes of Jesus to see the gifts in others and call them into

ministry… The team leader’s responsibility will be to gather those who are needed,

guide the development of a common vision for their work, and support and encourage

their efforts.”(Jeffrey Jones, “Leading for the Future,” Congregations, Winter

2006)


Part 1. Situational Leadership1. Leadership Behaviors:

Directive and Supportive2. Development Level of Team3. Four Leadership Styles


Part 2. Facilitating Teams1. Role of a Facilitator2. Planning a Meeting3. Facilitating a Meeting4. Stages of Group Development5. Balancing Task and Relationship

Functions in Groups 6. Leading Effective Group Discussions 7. Decision-Making with Groups

Leading Teams

Leader Behaviors Directive Behavior is defined as: The

extent to which a leader engages in one-way communication; spells out the follower(s) role and tells the follower(s) what to do, where to do it, when to do it and how to do it; and then closely supervises performance. Three words can be used to define Directive Behavior: structure, control, and supervise.

Leading Teams

Leader Behaviors 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.

Leading Teams

Development Level D1 - Low Competence, High Commitment

“Enthusiastic Beginner” D2 - Some Competence, Low Commitment

“Disillusioned Learner” D3 - Moderate to High Competence,

Variable Commitment “Reluctant Contributor”

D4 - High Competence, High Commitment “Peak Performer”

S3

S1S4

S2

Low Supportive and Low DirectiveBehavior

High Directive and Low SupportiveBehavior

High Directive and High SupportiveBehavior

High Supportive and Low DirectiveBehavior

DEVELOPMENT LEVEL OF FOLLOWER(S)DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

S3

S1S4

S2






DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVEBEHAVIOR


HIGH LOWMODERATE

D4 D1D2D3

Leading Teams

Directing High Directive, Low Supportive Leader Defines Roles of

Followers Problem Solving and Decision

Making Initiated by the Leader One-way Communication

DEVELOPMENT LEVEL OF FOLLOWER(S)

S3

S1S4

S2






DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVEBEHAVIOR

DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3

Leading Teams

Coaching High Directive, High Supportive Leader Now Attempts to Hear

Followers Suggestions, Ideas, and Opinions

Two-way Communication Control Over Decision Making

Remains with the Leader

S3

S1S4

S2






DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVEBEHAVIOR


HIGH LOWMODERATE

D4 D1D2D3

Leading Teams

Supporting High Supportive, Low Directive Focus of Control Shifts to

Follower Leader Actively Listens Follower Has Ability and

Knowledge to Do the Task

S3

S1S4

S2






HIGH LOWMODERATE

D4 D1D2D3


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVEBEHAVIOR

Leading Teams

Delegating Low Supportive, Low Directive Leader Discusses Problems With

Followers Seeks Joint Agreement on

Problem Definitions Decision Making Is Handled by

the Subordinate They “Run Their Own Show”

S3

S1S4

S2






HIGH LOWMODERATE

D4 D1D2D3


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

Leading Teams

The Leader’s Goal Build your follower’s

development level so you can start using less time-consuming styles (S3 and

S4) and still get high quality results.

Leading Teams

Increasing Performance Potential

1. Tell Them What You Want Them to Do.2. Show Them What You Want Them to Do.3. Observe Performance - Focus on the

Positive.4. Praise progress, or 5. Redirect.

Leading Teams

Why teams fail. . . 1. Lack of a defined purpose and a team approach

to achieving it2. Inability to decide the work for which they are

interdependent and mutually accountable3. Lack of mutual accountability4. Lack of resources to do the job, including time

Leading Teams

5. Lack of effective leadership; lack of shared leadership

6. Lack of norms that foster creativity and excellence

7. Lack of planning8. Lack of management support9. Inability to deal with conflict10. Lack of training on all levels on group skills

Leading Teams

7 Characteristics of High Performing Teams

1. Purpose and values2. Empowerment3. Relationships and communication4. Flexibility5. Optimal productivity6. Recognition and appreciation7. Morale

S3

S1S4

S2





DEVELOPED DEVELOPING

HIGH LOWMODERATE

D4 D1D2D3


DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVEBEHAVIOR

4. Production 3. Integration 2. Dissatisfaction 1. Orientation

Matching Leadership Style to Team Development Stages

Facilitation Core Practices

1. Stay neutral on content2. Listen actively3. Ask questions4. Paraphrase to clarify5. Synthesize ideas6. Stay on track7. Give and receive feedback8. Test assumptions

Facilitation Core Practices

9. Collect ideas10.Summarize clearly11.Label sidetracks12.Park it13.Use the spell-check button

Facilitating Groups

The Role of a Facilitator defining overall goal providing processes that help

members make high-quality decisions guiding group discussion to keep it on

track making accurate notes that reflect the

ideas of members making sure that assumptions are

surfaced and tested making decisions that take all

members’ opinions into account

Facilitating Groups

providing feedback to the group managing conflict using a collaborative

approach helping the group communicate

effectively creating an environment in which

members enjoy a positive, growing experience while they work to attain group goals

fostering leadership in others by sharing the responsibility for leading the group

Facilitating Groups

Planning a Meeting Objectives Timing Participants Agenda Physical Needs Room Arrangement Role Assignments Follow-up Methods

Facilitating Groups

Stages of Group Development Forming: Gathering and Orientation Storming: Making Connections Norming: Establishing an Identity Performing: Getting the Job Done

Facilitating Groups

Balancing Task and Relationship Functions in Groups Relationship Behavior/Functions Task Behavior/Functions

Developing Leadership

3 Components of a Leadership System

1. Inviting People into Leadership

2. Preparing and Training Leaders

3. Supporting Leaders


1. Inviting People into Leadership Identifying the leaders you need for

lifelong faith formation Developing job descriptions for each

leadership position Searching for persons with leadership

potential using parish-wide strategies and personal invitation

Placing people in leadership positions


Parish-Wide Strategies

Personal Invitation Strategies


Personal invitations Personal recommendations and invitations:

letter with brochure and interest finder, phone calls, personal meetings

Current leaders invite new leaders Different parish groups/ministries take

responsibility for aspects of the program Integrate leadership needs within an

annual parish-wide time and talent survey/stewardship Sunday.


Come and see opportunities Descriptions of leadership positions (“want

ads”) in parish newsletter or bulletin An informational dinner for potential parish

leaders with an information packet on the programming, presentations (visual), and invite them into leadership roles. Develop a “want ad” placemat to describe ways they can be involved as a leader.


2. Preparing and Training Leaders Provide a variety of ways to learn. Customize the training options to each

individual and the ways they learn best. Make explicit connections between

training and the work of the leader/facilitator.

Focus on just-in-time and in-context learning.

Build-in transfer of learning strategies.


1. Independent Learning2. Apprenticeship Learning3. Group Learning4. Institutional Learning5. Spiritual Formation

Leadership Development

3. Supporting Leaders Authorizing leaders to begin service Providing the information and

resources leaders need Gathering information and evaluating

the work of leaders Expressing and celebrating the support

of the church

Documents

Situational Leadership & Teamwork