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SITUATIONAL LEADERSHIP

SITUATIONAL LEADERSHIP. SITUATIONAL LEADERSHIP. DEFINITION SUBORDINATE DEVELOPMENT LEVEL LEADER BEHAVIOR DIAGNOSING THE SITUATION BENEFITS OF SITUATIONAL LEADERSHIP. SITUATIONAL LEADERSHIP. A leader must analyze each situation and choose the appropriate action to accomplish the mission.

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SITUATIONAL LEADERSHIP

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  1. SITUATIONAL LEADERSHIP

  2. SITUATIONAL LEADERSHIP • DEFINITION • SUBORDINATE DEVELOPMENT LEVEL • LEADER BEHAVIOR • DIAGNOSING THE SITUATION • BENEFITS OF SITUATIONAL LEADERSHIP

  3. SITUATIONAL LEADERSHIP • A leader must analyze each situation and choose the appropriate action to accomplish the mission. • “What must I do in this situation to best lead my people?”

  4. SUBORDINATE DEVELOPMENT LEVEL • COMPETENCE • KNOWLEDGE AND SKILLS • COMMITMENT • CONFIDENCE AND MOTIVATION

  5. VARIABLE COMMITMENT HIGH COMPETENCE LOW COMMITMENT SOME COMPETENCE D3 D2 HIGH COMMITMENT HIGH COMPETENCE HIGH COMMITMENT LOW COMPETENCE D4 D1 SL II MODEL

  6. LEADER BEHAVIOR • DIRECTIVE • ONE-WAY COMMUNICATION • TASK ORIENTED • SUPPORTIVE • TWO-WAY COMMUNICATION • RELATIONSHIP-ORIENTED

  7. S U P P O R T I V E D3 D2 D4 D1 DIRECTIVE SL II MODEL HIGH LOW HIGH

  8. HIGH S3 SUPPORTING S2 COACHING S U P P O R T I V E D3 D2 S4 DELEGATING S1 DIRECTING D4 D1 LOW HIGH DIRECTIVE SL II MODEL

  9. DIAGNOSE THE SITUATION • ASSESS SUBORDINATE’S DEVELOPMENT LEVEL

  10. HIGH S3 S2 S U P P O R T I V E D3 D2 S4 S1 D1 D4 LOW HIGH DIRECTIVE SL II MODEL

  11. DIAGNOSE THE SITUATION • CONSIDER SITUATIONAL FACTORS • TASK • STRUCTURE OF JOB/ORGANIZATION • TIME

  12. SCENARIO 1 SSgt Jones knows A1C Langley is capable of filing and retrieving information in personnel records. Today however, when SSgt Jones gave him a tasking to retrieve sensitive information, A1C Langley seemed reluctant to do it. When SSgt Jones questioned him, he said that since the information was sensitive he felt he needed his help.

  13. SCENARIO 2 SrA Vaughn recently graduated Airman Leadership School. Although he’s never supervised anyone before he’s interested in assuming more duties. His supervisor, SSgt Kelly, recognizes this interest and gives him two subordinates to supervise.

  14. BENEFITS • DEVELOPS SUBORDINATE • BUILDS TRUST • BUILDS TEAMWORK • PROMOTES CONTINUOUS IMPROVEMENT • LEADS TO CUSTOMER SATISFACTION

  15. SITUATIONAL LEADERSHIP • DEFINITION • SUBORDINATE DEVELOPMENT LEVEL • LEADER BEHAVIOR • DIAGNOSING THE SITUATION • BENEFITS OF SITUATIONAL LEADERSHIP

  16. SITUATIONAL LEADERSHIP

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