Last week I attended training entitled, “Improving People Performance.”  One session focused on our circle of influence and I’d like to share a model we studied in class, which I found quite helpful.

The model of situational leadership was developed by Paul Hersey and Ken Blanchard.

This leadership model is useful for developing people on a specific goal or work assignment and is a process for helping people become self-motivated and self-directed.

The development level is a combination of competence and commitment. The leader assesses the development level of the employee relating to the completion of a specific task. An assessment is made of the development level of competence and commitment. Once the assessment is determined a leadership style is correctly matched to the development level.

The development levels are divided into four categories: D1, D2, D3 and D4.

Each level has its own characteristics:
D1 = low competence/high commitment (low skill level, lacking motivation or confidence) - this person may be very hopeful, inexperienced, curious, new/unskilled, optimistic, excited, eager and enthusiastic.
D2 = low to some competence/low commitment (has desire or incentive but low skill)- this person may appear overwhelmed, confused, unmotivated, frustrated, disillusioned, discouraged and have flashes of competence.
D3 = moderate to high competence/variable commitment (can complete task but lacks confidence) - this person may be self-critical, cautious, doubtful, capable, contributing, insecure, tentative/unsure and bored/apathetic.
D4 = high competence/high commitment (experience and motivated) - this person may be justifiably confident, consistently competent, inspired and inspires others, expert, autonomous, self-assured, accomplished, self-reliant and self-directed.

We then turn to the four leadership levels, which are a combination of directive and supportive behaviours.

Again, each level has it own characteristics:

S1 = high directive/low supportive (Directing) - at this level the leader would need to take on a more defining, planning/prioritizing, orienting, teaching, checking and giving feedback role.
S2 = high directive/high supportive (Coaching) - at this level the leader would need to take on a more exploring, explaining, redirecting, sharing feedback, encouraging and praising role.
S3 = Low directive/high supportive (Supporting) - at this level the leader would need to take on a more asking/listening, reassuring, collaborating, facilitating self-reliant problem solving, encouraging feedback and appreciating role.
S4 = low directive/low supportive (Delegating) - at this level the leader would need to take on a more allowing/trusting, confirming, empowering, affirming, acknowledging and challenging role.

The overall goal is to match the appropriate leadership style to an individual’s development level. An effective leader is able to move between leadership styles understanding that her/his employee will have different development levels for different work assignments.

Try the model out and see if it works for you. Feel free to leave a comment about whether this model has worked for you in the past or provide suggestions for leadership styles that you use and find effective. Remember we all learn from each other!

WiNfluence will take a short break over the holidays. Happy Holidays to all our followers. We’ll be back in 2010!