Situational Leadership Model (Ken Blanchard)
Summary
TLDRIn this video, Jessica from Cultural Business explains the Situational Leadership Model (SLM), developed by Ken Blanchard. The SLM focuses on adjusting leadership styles based on an employee's readiness level, which encompasses their willingness and skill to perform tasks. The model outlines four leadership styles: directing (S1), coaching (S2), supporting (S3), and delegating (S4), each corresponding to different employee development levels. Jessica provides examples for each style and encourages viewers to consider which style might be best for various hypothetical situations, emphasizing the importance of adapting leadership approaches to meet the needs of employees at different competency and commitment levels.
Takeaways
- 😀 The Situational Leadership Model (SLM) is a framework that helps leaders adapt their style based on the needs of their team members.
- 🧩 Developed by Ken Blanchard, SLM emphasizes the importance of matching leadership style to the employee's readiness level, which includes their willingness and skill to perform a task.
- 🤝 Relationship Behavior refers to the supportiveness a manager should provide when assisting an employee, which is a key component of SLM.
- 🛠 Task Behavior pertains to the style a manager should use when managing employees, which is determined by the employee's readiness level.
- 🔍 The model identifies four leadership styles: supporting, coaching, delegating, and directing, each corresponding to different levels of employee readiness.
- 📈 The readiness level of an employee is gauged by their competence and commitment to perform the task at hand.
- 🔑 D1 represents employees who are new and enthusiastic but lack specific skills, requiring a directing leadership style (S1).
- 🛑 D2 employees have some skills but need guidance and support, aligning with a coaching leadership style (S2).
- 🔄 D3 employees are competent but may lack confidence or motivation, calling for a supporting leadership style (S3).
- 🏆 D4 employees are highly competent and committed, making them suitable for a delegating leadership style (S4).
- 🔄 SLM is not static; it requires leaders to be flexible and adaptive, adjusting their approach based on the evolving readiness levels of their employees.
Q & A
What is the Situational Leadership Model (SLM)?
-The Situational Leadership Model (SLM) is a leadership theory developed by Ken Blanchard that explains how and when to use different management styles based on the readiness level of employees, which includes their willingness and skill to perform a task.
Who developed the Situational Leadership Model?
-Ken Blanchard developed the Situational Leadership Model. He is also the author of the 'One Minute Manager' series of books.
What are the three areas that the SLM looks at?
-The SLM looks at three areas: Relationship Behavior, Task Behavior of the manager, and the Readiness level of the employee, which includes the employee's willingness and skill to perform the task at hand.
What does Relationship Behavior in SLM refer to?
-Relationship Behavior refers to how supportive the manager needs to be when helping the employee, indicating the level of interpersonal support required.
What is Task Behavior in the context of SLM?
-Task Behavior in SLM refers to the style the manager should use when managing employees based on the employees' readiness level, which is determined by their competence and commitment.
What are the four leadership styles identified in SLM?
-The four leadership styles identified in SLM are Supporting, Coaching, Delegating, and Directing.
What is the D1 situation in SLM?
-In SLM, the D1 situation refers to employees who are developing but not yet developed, having low competence but high commitment. They lack specific skills but are enthusiastic and eager to tackle tasks.
Can you describe the D2 situation in SLM?
-The D2 situation in SLM involves employees who have some competence but low commitment. They have relevant skills but may not be able to perform the job without help, often needing frequent updates and guidance from their manager.
What is the D3 situation according to SLM?
-In the D3 situation, employees have high competence but their commitment may fluctuate. They are experienced and capable but may lack confidence or motivation, requiring support to bolster their self-belief and drive.
What does the D4 situation represent in SLM?
-The D4 situation represents fully developed employees with high levels of competence and commitment. These employees are experienced, comfortable with their abilities, and can work effectively with minimal supervision.
How does a leader know which leadership style to use according to SLM?
-According to SLM, a leader should determine the appropriate leadership style based on the employee's readiness level, which considers their competence and commitment. The model suggests different styles for different combinations of these factors.
What is the S1 style in SLM and when is it used?
-The S1 style, or Directing, is used when employees lack confidence but are enthusiastic. It involves high task focus and low relationship focus, with the leader defining rules and supervising closely.
Describe the S2 style in SLM.
-The S2 style, or Coaching, is used with employees who have some competence but fluctuating commitment. It involves high task and high people focus, with the leader seeking ideas and suggestions while still making most decisions.
What does the S3 style in SLM entail?
-The S3 style, or Supporting, is used for employees with high competence but variable commitment. The leader facilitates and participates in decision-making, but the employee controls the process, requiring support to bolster confidence and motivation.
What is the S4 style in SLM and when is it appropriate?
-The S4 style, or Delegating, is appropriate for employees with high competence and commitment. The leader is involved at the choice of the employee, who has control over decisions and tasks, requiring minimal support.
How does the Situational Leadership Model emphasize the importance of adaptability in leadership?
-The SLM emphasizes adaptability by suggesting that leaders should adjust their behaviors based on the readiness level of their followers, which includes considering the followers' competence and commitment levels, as well as the situation at hand.
Outlines
📚 Introduction to Situational Leadership Model
Jessica introduces the Situational Leadership Model (SLM), developed by Ken Blanchard, which is crucial for understanding when to apply different leadership styles. The SLM focuses on three areas: relationship behavior (how supportive a manager should be), task behavior (the style a manager uses based on the employee's readiness level), and the employee's readiness level (a combination of willingness, skill, commitment, and competency to perform the task). The video explains that leadership styles include supporting, coaching, delegating, and directing, and that these should be applied based on the employee's readiness level, which is categorized into four stages: D1 (low competence, high commitment), D2 (some competence, low commitment), D3 (high competence, variable commitment), and D4 (high competence, high commitment).
👩🏫 Leadership Styles and Employee Readiness
This section delves into the four leadership styles corresponding to the different readiness levels of employees. S1, or directing, is used with D1 employees who need clear rules and close supervision. S2, coaching or selling, is appropriate for D2 employees who have some skills but need support and praise to build self-esteem. S3, supporting or participating, is for D3 employees who are competent but may lack motivation, requiring facilitation and participation in decision-making. S4, delegating, is for D4 employees who are self-sufficient and need minimal support. The video uses a graphic to illustrate the mapping of leadership styles to employee development levels, emphasizing the importance of adaptive leadership to meet the needs of employees based on their competence and commitment.
🔍 Applying the Situational Leadership Model
The final paragraph summarizes the Situational Leadership Model by emphasizing its focus on adaptive leadership styles to suit the varying competence and commitment levels of followers. It highlights the importance of adjusting leader behaviors based on the situation and the environment. The video concludes with a call to action for viewers to subscribe and engage with the content, suggesting an exercise for viewers to consider different hypothetical situations and determine the appropriate management style for each.
Mindmap
Keywords
💡Situational Leadership Model (SLM)
💡Relationship Behavior
💡Task Behavior
💡Readiness Level
💡Leadership Styles
💡D1 (Development Level 1)
💡D2 (Development Level 2)
💡D3 (Development Level 3)
💡D4 (Development Level 4)
💡S1 (Supporting Style 1)
💡S2 (Supporting Style 2)
💡S3 (Supporting Style 3)
💡S4 (Supporting Style 4)
Highlights
Introduction to Situational Leadership Model (SLM) by Ken Blanchard.
SLM's focus on when to use different management styles.
Explaining the three areas of SLM: Relationship Behavior, Task Behavior, and Employee Readiness.
Relationship Behavior defined as the supportiveness of a manager.
Task Behavior linked to the management style based on employee readiness.
Employee Readiness encompassing willingness, skill, commitment, and competency.
Leadership styles: Supporting, Coaching, Delegating, and Directing.
D1 situation for employees with low competence but high commitment.
D2 situation for employees with some competence but low commitment.
D3 situation for employees with high competence but variable commitment.
D4 situation for fully developed employees with high competence and commitment.
S1 style, Directing, for employees needing clear direction and supervision.
S2 style, Coaching, for employees with some competence needing support and praise.
S3 style, Supporting, for employees who are competent but may lack motivation.
S4 style, Delegating, for self-sufficient employees capable of working with minimal support.
Graphic representation of SLM showing the mapping of leadership styles to employee development levels.
Summary of SLM emphasizing adaptive leadership styles to meet followers' competence and commitment.
Invitation for viewers to apply SLM to hypothetical situations and share their thoughts.
Transcripts
hi good to have you here in this short
video today we are going to cover how to
be a leader part three the situational
Leadership Model I'm Jessica with the
cultural business where I share the
basics of OB
HR and management
and I do that to make sure that you are
set up well for personal health and your
work success
it's really great to talk about all of
the different management and leadership
styles as we have done over many videos
in this channel but application of that
style is perhaps the most important
thing more important than knowing the
styles
so for application we're going to go to
the situational Leadership Model slm
that was developed by Ken Blanchard the
man pictured here
Ken Blanchard is the author of the one
minute manager series of books that you
can check out I'm sure they're still
selling on Amazon
situational Leadership Model really does
a good job explaining how and when we
might use one management style over
another
foreign
this model looks at three different
areas
firstly you have the relationship
Behavior
the relationship Behavior means how
supportive the manager needs to be when
they're helping the employee
secondly you have the task behavior of
the manager
this refers to the type of style that
the manager should be using when they
are managing employees based on the
employees Readiness level
so 3 is then the Readiness level of the
employee
this includes the willingness and the
skill
to perform the task at hand right
so the Readiness level of the employee
are the commitment and the competency
level of the employee can you do the job
do you want to do the job
then we have the leadership styles which
are for supporting coaching delegating
and directing
foreign
let's take a look at the employee and
remember
the Readiness that we're looking at here
are
the competence and the commitment to
perform the task at hand
so depending on where the employees fall
in each of these areas you will use as a
leader a different style
don't be intimidated it's really not as
messy as it looks like so let's start at
the bottom
here we have what they call D1 the D1
situation
is when the employee is really starting
out they are developing but not yet
developed
they have low competence and they have
high commitment they're excited they
want to tackle the tasks
so in D1 the employee is generally
lacking the specific skills that are
required for the job but they have
confidence and they have motivation
as an example this would be when your
boss gives you a small task and you can
complete it with no problem and you feel
really good about it
D2 is when our employees have some
competence low commitment here the
employees have some relevant skills but
they're not really able to do the job
without help
the task or the situation might be new
to them
so as a quick example the boss here
might give you a task but there are
frequent updates needed you will consult
with their boss when there are any
issues that are preventing you from
completing the task there are solutions
and the boss will approve of the the
changes
D2 means we are a little bit further
ahead on the development
D3 now we have higher levels of
competence but our commitment might go
up and down
we are experienced and capable but we
may lack the confidence that the
motivation the belief in ourselves to go
at it alone
so we are not really that quick or doing
it that well so we have high competence
we know what we're doing our commitment
goes up and down
as a quick example the boss might give
us a task we make the plan as the
employee and we decide and then the boss
suggests but they're not there to
approve or disapprove
then finally in D4 when we are fully
developed if you will we have high
levels of competence we have high levels
of commitment here we are experienced in
our job we're very comfortable with our
abilities we know we can do it maybe
we're even better more skilled more
effective than our boss
so it's a quick example
the boss places us in a new role or in a
new job and we get to figure out what we
do
that's the employee and now let's take a
look at the leaders Behavior
as we mentioned there are four different
styles that the leader can
choose from this is just the overview
slide and then we will also Define in a
moment what they are more specifically
so we have S1 where we tell or we Direct
that is when we have high task focus and
a low relationship Focus think back to
the part one video and we talked about
the two main management styles
S2 is coaching or selling we have high
tasks and high people focus again from
the two main management styles
S3 is with support and we participate we
have a lower level of task focus and a
high focus on the person and our
relationship with them
S4 means we're delegating we have low
task focus and low relationship Focus
because we are giving the task to the
employee and they can figure it out on
their own
So based on the Readiness and the
commitment right the competency and the
commitment that Clues into the Readiness
level of the employee what leadership
style would be the best one
so again we are looking at
different one two threes and fours here
but we're gonna call them the s's like
we just looked at
so in the S1 style directing and telling
here are your Clues leader will Define
the rules in the task and supervise
closely
decisions are made by the leader
communication is mainly one way you
don't take a lot of feedback or input
from the employee
you use it with people who lack
confidence but they are enthusiastic
they need direction and supervision to
get started
S2 the coaching and the selling
are described here
the leader defines roles in tasks but
here we seek ideas and suggestions from
the followers so our communication is
more two-way even though the leader
mainly decides
we use it with the people who have some
competence but they're lacking in some
commitment or it Peaks sometimes and
they need direction and supervision
because they are still relatively
inexperienced
followers or employees here may need
support and praise to build their
self-esteem and involvement in decision
making so that they feel committed we
can restore their commitment
S3 is the supporting participating
participating
where leader passes the day-to-day
decisions to the follower to the
employee here as a leader we facilitate
we take part in the decision but really
it's the follower that is controlling it
we use it with those employees who have
the competence needed maybe they're
lacking a little bit in their motivation
these employees might need a little bit
more Direction because of their skill
level but support is required to bolster
confidence and motivation
finally in our delegating situation the
leader is involved but it's at the
uh the choice of the follower because
they have the control
followers or the employees decide when
and how the leader will be involved
I was going to say a single V there
instead of w because that's how I would
pronounce it in my native language
um so here in S4 we work with people who
have the confidence in commitment and
who are able and willing to work on a
project with little support
and if you want to look at a pretty
graphic it might look something like
this
so we have the directive Behavior didn't
mean to cross it out but rather meant to
underline it and then we have the
supportive Behavior
and you have the S1
and it's mapped here with the D1 and so
we start with directing we come through
coaching
down to supporting and delegating so on
the left side we have our supportive
behaviors on the right side we have our
directive behaviors and this is the
graphic that shows us which leadership
style is mapped on which development
level of the employee where the
development level includes their
competency and their commitment
so for a quick simple
um
overview this is your slide
this one is in a table format that gives
you the recommended leadership style if
you prefer that
so for an exercise you have four
different hypothetical situations here
look at them and think about which
combination of management style might
you use in each of these situations and
why if you enter your answers down below
I'll come back and review them
in summary the situational Leadership
Model focuses on the Adaptive styles of
leaders in different situations to meet
their followers where they are depending
on their competence and commitment
levels
the situational leadership approach
discusses how leaders should adjust
their behaviors depending on the
followers and the situation while also
recognizing the importance of leaders
followers and the environment
so with that if you like this video
please subscribe I'll see you at the
next one bye for now
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