1. business and industrial

Situational Leadership—How to Adapt Your
Leadership Style & Why It's Important
Presented by: Mike Scott
 2013 Mike Scott
Western CPE
243 Pegasus Drive
Bozeman, MT 59718
(800) 822-4194
Fax: 206.774.1285
Email: [email protected]
Web: www.westerncpe.com
Situational Leadership—How to Adapt Your Leadership Style & Why It's Important
Course CPE Information
Field of Study
Business Management and Organization. Some state boards may count credits
under different categories—check with your state board for more information.
Course Level
Basic.
Prerequisites
There are no prerequisites.
Advance Preparation
None.
Course Description
Proponents of the situational style of leadership believe that the most effective
corporate leaders are the ones who are capable of modifying their leadership style to
the individual needs of their employees and to the ever-changing business landscape.
Situational leadership in the workplace is based on the theory that individual
employees are better led in a variety of fashions. Situational leaders do not rely on just
one method of motivating, but rather tailor their approach to the immediate
competence and commitment level of their employees. All relationships, with
employees and clients, improve immediately. The workplace environment is enhanced
immensely.
This presentation provides the knowledge for business leaders to clearly understand
their own behavior and leadership styles and those of the people they deal with both
internally and externally. It provides the tools necessary to determine exactly where an
employee is at any given time and specific ways of dealing with the employee and the
situation for maximum effectiveness. It will teach the basic behavior styles and their
positive and negative impact on any given situation.
© Copyright Mike Scott 2013
Mike Scott
Western CPE
Situational Leadership—How to Adapt Your Leadership Style & Why It's Important
Notice: This publication is designed to provide accurate information in regard to the
subject matter covered. It is provided with the understanding that neither the author, the
publisher, nor any other individual involved in its distribution is engaged in rendering
legal, accounting, or other professional advice and assumes no liability in connection
with its use. Because regulations, laws, and other professional guidance are constantly
changing, a professional should be consulted should you require legal or other expert
advice. Information is current at the time of printing.
Mike Scott
Western CPE
Situational Leadership—How to Adapt Your Leadership Style & Why It's Important
Learning Objectives
Course learning objectives clearly define the knowledge, skills, or abilities you will
gain by completing the course.
After completing this course, you will be able to:
 Determine the dominant and secondary behavior styles of their current
employees for application immediately upon returning to work.
 Quickly assess real work and client situations to determine which leadership
style to adopt for maximum effectiveness.
 Quickly assess real work and client situations to determine which leadership
style to adopt for maximum effectiveness.
 Make all relationships work better.
 Identify when they are over supervising or under supervising an employee, why
they are doing it, and how to quickly change behavior to be more effective.
 Teach others about this process and enhance the overall results of all relationships.

Act confidently in any situation with the knowledge they have learned and practiced.
Mike Scott
Western CPE
AGENDA
Situational Leadership
How to Adapt Your Leadership Style and Why It Is Important
Facilitator: Mike Scott
Purpose: The purpose of this training is to build a strong understanding of the different
behavior and leadership styles and consciously learn, as a leader, to how to make all
relationships work better and enhance the productivity of your employees,
Review the agenda for this workshop
What you want from the workshop
Understand leadership styles
Understanding behavior styles
The driving forces for each behavior style under different situations
The driving forces for each leadership under different situations
Determining the strengths and weaknesses of each behavior style
Determining your behavior style
Determining your leadership style
Determining your employees’ and other people’s behavior styles
Deciding how to alter our behavior and leadership styles to make all relationships
work better
Deal with any parking lot issues
Confirm Action Steps
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 1
Action Items
Date__________
"The value of an idea lies in the using of it."
Thomas Edison
Due Date
& Time
Action Item
Done
Accountability Partner’s Name: _____________________________ Phone Number: _____________________
Dates to Call: _________________ / ________________ / ________________ / _________________
The purpose for the follow-up Accountability Calls is to support your partner to apply the concepts from this
seminar.
Accountability Call Agenda:
1. Confirm completion of the first commitment you made from the Seminar Action Items.
2. Make a new action item commitment from your Seminar Action Items.
3. Make a new Accountability Call appointment.
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 2
Action Items
(Overflow Sheet)
Due Date
& Time
Action Item
Mike Scott and Associates
800-990-6540
Date__________
www.TotallyAccountable.com
Done
Tampa, Florida
[email protected]
PAGE 3
Action Items
(Overflow Sheet)
Due Date
& Time
Action Item
Mike Scott and Associates
800-990-6540
Date__________
www.TotallyAccountable.com
Done
Tampa, Florida
[email protected]
PAGE 4
INFORMATION TRANSFER FORM (I.T.F.)
B/P
(IF(rmFotrm
= Business task or Form)
Personal task
P?
= Priority of the task:
(S)
(F)
(N)
Mike Scott and Associates
Specific Date - Action date & due date are the same
Flexible Date - Flexible action date prior to an inflexible due date
No Date
- No planned action date and no consequences if not done (Just captured ideas)
Use this form in meetings for random thoughts. Use for one day only. Enter incomplete tasks into the Master Task System in the SPA.
Find this form at: www.mikescottandassociates.com
B/P
P?
Delegated to
Mike Scott and Associates
800-990-6540
TASKS / PROJECTS / THOUGHTS / IDEAS /
REQUESTS / DELEGATIONS (with deadline date)
www.TotallyAccountable.com
DUE DATE
/ TIME
Tampa, Florida
[email protected]
PAGE 5
INFORMATION TRANSFER FORM (I.T.F.)
B/P
= Business task or Form)
Personal task
(IF(rmFotrm
P?
= Priority of the task:
(S)
(F)
(N)
Mike Scott and Associates
Specific Date - Action date & due date are the same
Flexible Date - Flexible action date prior to an inflexible due date
No Date
- No planned action date and no consequences if not done (Just captured ideas)
Use this form in meetings for random thoughts. Use for one day only. Enter incomplete tasks into the Master Task System in the SPA.
Find this form at: www.mikescottandassociates.com
B/P
P?
Delegated to
Mike Scott and Associates
800-990-6540
TASKS / PROJECTS / THOUGHTS / IDEAS /
REQUESTS / DELEGATIONS (with deadline date)
www.TotallyAccountable.com
DUE DATE
/ TIME
Tampa, Florida
[email protected]
PAGE 6
“It does take some trust to be able to delegate, and
that trust needs to be wisely placed. If we delegate
responsibilities to people who aren’t capable of
handling them, the outcome may not turn out the way
we want it.”
- Stephen Covey
"It's easy to get good players. Getting them to play
together, that's the hard part."
- Casey Stengel
"A major reason capable people fail to advance is that
they don't work well with their colleagues."
- Lee Iacocca
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 7
BEHAVIOR STYLES
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 8
BEHAVIOR STYLES
Dominant Style at work – No pressure, everything is working perfectly, no worries, no
particularly bad challenges, easy going, deadlines being met
Secondary Style at work – Lots of pressure, worries, fear, big challenges with no answers
TA for Talker
Your Style
DO for Doer
DOM / SEC
______/______
DOM / SEC
TH for Thinker
CO for Controller
Weakness and a Plan
_______________________________
PLAN OF ACTION
______/______
_______________________________
Direct Reports’ Styles
DOM / SEC
PLAN OF ACTION
Easiest _____________
______/______
_______________________________
Difficult ____________
______/______
_______________________________
____________________ ______/______
_______________________________
____________________ ______/______
_______________________________
____________________ ______/______
_______________________________
Co-workers Styles
PLAN OF ACTION
Your Boss’s Style
DOM / SEC
Easiest ______________ ______/______
_______________________________
Difficult _____________
______/______
_______________________________
Best Customer _______
______/______
_______________________________
Worst Customer _____
______/______
_______________________________
Best Vendor _________
______/______
_______________________________
Worst Vendor _______
______/______
_______________________________
Significant Other ____
______/______
_______________________________
Child ______________
______/______
_______________________________
Other ______________
______/______
_______________________________
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 9
"Teamwork is the ability to work together toward a
common vision; the ability to direct individual
accomplishments toward organizational objectives. It
is the fuel that allows common people to attain
uncommon results."
- Andrew Carnegie
"The achievements of an organization are the results
of the combined effort of each individual."
- Vince Lombardi
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 10
Situational Leadership
Based on the Model Developed by
Ken Blanchard and Paul Hersey
Benefits of this portion of the training program:
Improve communication and become a more trusted and credible leader
Learn how to use situational leadership to achieve greater productivity by infusing
energy, self-reliance and drive within your employees
Create a collaborative work environment to achieve faster sustainable results
Increase your effectiveness in setting goals, providing clear direction, listening,
observing, monitoring and giving feedback
Retain your most talented employees by being more responsive to their development
needs
What is delegation of work?
_____________________________________________________________________________
_____________________________________________________________________________
What are 3 benefits of delegating work?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
What are 3 challenges with delegating work?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Mike Scott and Associates
(800) 990-6540
[email protected]
Tampa, Florida
www.TotallyAccountable.com
PAGE 11
Development Levels
The right leadership style will depend on the person being led - the follower. The model
is extended to include the Development Level of the follower. The leader's chosen style
should be based on the competence and commitment of his followers. The possible
development of followers falls into four levels, which named D1 to D4:

D1: Low Competence, High Commitment - They generally lack the specific skills
required for the job in hand. However, they are eager to learn and willing to take
direction.

D2: Some Competence, Low Commitment - They may have some relevant skills,
but won't be able to do the job without help. The task or the situation may be new
to them.

D3: High Competence, Variable Commitment - They are experienced and
capable, but may lack the confidence to go it alone, or the motivation to do it well
or quickly.

D4: High Competence, High Commitment - They are experienced at the job, and
comfortable with their own ability to do it well. They may even be more skilled
than the leader.
Development Levels are also situational. A person might be generally skilled, confident
and motivated in their job, but would still drop into Level D1 when faced, say, with a task
requiring skills they don't possess. For example, many managers are D4 when dealing
with the day-to-day running of their department, but move to D1 or D2 when dealing with
a sensitive employee "issue".
Leadership and development matching
Blanchard and Hersey said that the leadership style (S1 - S4) of the leader must
correspond to the development level (D1 - D4) of the follower. Furthermore it is the
leader who must adapt, not the follower. To get the most of situational leadership, a
leader should be trained in how to operate effectively in various leadership styles, and
how to determine the development level of others.
By adopting the right style to suit the follower's development level: 1)Work gets done;
2)Relationships are built up; and most importantly, 3)The follower's development level
will rise to D4, to everyone's benefit.
Mike Scott and Associates
(800) 990-6540
[email protected]
Tampa, Florida
www.TotallyAccountable.com
PAGE 12
Leadership Behavior of the Leader
Leadership style is the amount of direction and support that the leader provides to their
followers. Leadership styles, in this concept, are categorized into four behavior types
named S1 to S4:

S1: Directing/Telling Leaders High task focus, low relationship focus, leaders
define the roles and tasks of the 'follower', and supervise them closely. Decisions
are made by the leader and announced, so communication is largely one-way.
For people who lack competence, but are enthusiastic and committed. They
need direction and supervision and direction to get them started.

S2: Coaching/Selling Leaders High task focus, high relationship focus, leaders
still define roles and tasks, but seek ideas and suggestions from the follower.
Decisions remain the leader's prerogative, but communication is much more twoway. For people who have some competence but lack commitment. They need
direction and supervision because they are relatively inexperienced. They also
need support and praise to build their self-esteem, and involvement in decisionmaking to restore their confidence.

S3: Supporting/Participating Leaders Low task focus, high relationship focus.
Leaders pass day-to-day decisions, such as task allocation and processes, to the
follower. The leader facilitates and takes part in decisions, but control is with the
follower. For people who have competence, but lack confidence or motivation.
They do not need much direction because of their skills, but support is necessary
to bolster their confidence and motivation.

S4: Delegating Leaders Low task focus, low relationship focus. The leader is still
involved in decisions and problem-solving, but control is with the follower. The
follower decides when and how the leader will be involved. For people who have
both competence and commitment. They are able and willing to work on a
project by themselves with little or no supervision or support.
Of these, no one style is considered optimal or desired for all leaders to possess.
Effective leaders need to be flexible, and must adapt themselves according to the
situation.
However, each leader tends to have a natural style, and in applying situational
leadership he must know his intrinsic style.
Mike Scott and Associates
(800) 990-6540
[email protected]
Tampa, Florida
www.TotallyAccountable.com
PAGE 13
The Skills of an Effective Situational Leader
Diagnosis—The First Skill of a Situational Leader



Define Development Level as a Measure of a Person’s Competence and Commitment
on a Specific Goal or Task
Identify the Characteristics and Needs of Others at the D1, D2, D3, and D4 Levels of
Development
Develop Skills in Successfully Diagnosing Development Level
Flexibility—The Second Skill of a Situational Leader







Identify Directive and Supportive Behaviors
Describe the Four Leadership Styles: Directing, Coaching, Supporting, and Delegating
Learn What a Leader Does in All Four Styles
Be Able to Start a Conversation in Each of the Four Styles
Describe Differences between the Four Leadership Styles
Learn How Flexible You Are and Which of the Four Styles You Are Most Comfortable
Using
Identify the Skills You Need in Order to Adapt Your Leadership Style from One Situation
to Another
The Match




Match Leadership Style to Development Level
Learn How Effective You Are in Diagnosing Development Level and Choosing the
Appropriate Leadership Style
Explain the Negative Impact of Over-supervision and Under-supervision on Others’
Performance and Morale
Practice Diagnosing Development Level and Using the Four Leadership Styles
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 14
"Coming together is a beginning. Keeping together is
progress. Working together is success."
- Henry Ford
"Talent wins games, but teamwork and intelligence
wins championships."
- Michael Jordan
"The leaders who work most effectively, it seems to
me, never says 'I'. And that's not because they have
trained themselves not to say 'I'. They don't think
'I’. They think 'we'; they think 'team’. They
understand their job is to make the team
function. They accept responsibility and don't
sidestep it, but 'we' gets the credit.... This is what
creates trust, what enables you to get the task done."
- Peter Drucker
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 15
Development Levels

D1: Low Competence, High Commitment - They generally lack the specific skills
required for the job in hand. However, they are eager to learn and willing to take
direction.

D2: Some Competence, Low Commitment - They may have some relevant skills, but
won't be able to do the job without help. The task or the situation may be new to them.

D3: High Competence, Variable Commitment - They are experienced and capable, but
may lack the confidence to go it alone, or the motivation to do it well or quickly.

D4: High Competence, High Commitment - They are experienced at the job, and
comfortable with their own ability to do it well. They may even be more skilled than the
leader.
Leadership Behavior of the Leader

S1: Directing/Telling Leaders High task focus, low relationship focus, leaders define the
roles and tasks of the 'follower', and supervise them closely. Decisions are made by the
leader and announced, so communication is largely one-way. For people who lack
competence, but are enthusiastic and committed. They need direction and supervision
and direction to get them started.

S2: Coaching/Selling Leaders High task focus, high relationship focus, leaders still
define roles and tasks, but seek ideas and suggestions from the follower. Decisions
remain the leader's prerogative, but communication is much more two-way. For people
who have some competence but lack commitment. They need direction and supervision
because they are relatively inexperienced. They also need support and praise to build
their self-esteem, and involvement in decision-making to restore their confidence.

S3: Supporting/Participating Leaders Low task focus, high relationship focus. Leaders
pass day-to-day decisions, such as task allocation and processes, to the follower. The
leader facilitates and takes part in decisions, but control is with the follower. For people
who have competence, but lack confidence or motivation. They do not need much
direction because of their skills, but support is necessary to bolster their confidence and
motivation.

S4: Delegating Leaders Low task focus, low relationship focus. The leader is still
involved in decisions and problem-solving, but control is with the follower. The follower
decides when and how the leader will be involved. For people who have both
competence and commitment. They are able and willing to work on a project by
themselves with little or no supervision or support.
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 16
Exercises to Practice Determining Developmental Styles and
Effective Leadership Styles
Exercise 1
For example, Jim, a new person joins your team and you're asked to help them through
the first few days. You sit him in front of a PC, show him a pile of invoices that need to
be processed today, and you leave to attend a meeting.
What is new person’s Developmental Level? D1____ D2____ D3____ D4 ___
What is the Leadership Style being used? S1____ S2____ S3____ S4____
Exercise 2
You're handing over the work to an experienced colleague before you leave for a
vacation. You've listed all the tasks that need to be done, and a set of instructions on
how to carry out each one.
What is the new person’s Developmental Level? D1____ D2____ D3____ D4 ____
What is the Leadership Style being used? S1____ S2____ S3____ S4____
What would be the result if you swapped the Leadership Styles in each of the
Exercises?
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 17
Development Levels

D1: Low Competence, High Commitment - They generally lack the specific skills
required for the job in hand. However, they are eager to learn and willing to take
direction.

D2: Some Competence, Low Commitment - They may have some relevant skills, but
won't be able to do the job without help. The task or the situation may be new to them.

D3: High Competence, Variable Commitment - They are experienced and capable, but
may lack the confidence to go it alone, or the motivation to do it well or quickly.

D4: High Competence, High Commitment - They are experienced at the job, and
comfortable with their own ability to do it well. They may even be more skilled than the
leader.
Leadership Behavior of the Leader

S1: Directing/Telling Leaders High task focus, low relationship focus, leaders define the
roles and tasks of the 'follower', and supervise them closely. Decisions are made by the
leader and announced, so communication is largely one-way. For people who lack
competence, but are enthusiastic and committed. They need direction and supervision
and direction to get them started.

S2: Coaching/Selling Leaders High task focus, high relationship focus, leaders still
define roles and tasks, but seek ideas and suggestions from the follower. Decisions
remain the leader's prerogative, but communication is much more two-way. For people
who have some competence but lack commitment. They need direction and supervision
because they are relatively inexperienced. They also need support and praise to build
their self-esteem, and involvement in decision-making to restore their confidence.

S3: Supporting/Participating Leaders Low task focus, high relationship focus. Leaders
pass day-to-day decisions, such as task allocation and processes, to the follower. The
leader facilitates and takes part in decisions, but control is with the follower. For people
who have competence, but lack confidence or motivation. They do not need much
direction because of their skills, but support is necessary to bolster their confidence and
motivation.

S4: Delegating Leaders Low task focus, low relationship focus. The leader is still
involved in decisions and problem-solving, but control is with the follower. The follower
decides when and how the leader will be involved. For people who have both
competence and commitment. They are able and willing to work on a project by
themselves with little or no supervision or support.
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 18
Suppose there was a noise outside of this room that was bothering us. You want the
noise stopped. Give examples of how you would ask someone to handle the situation
using each of the Leadership Styles. You do not know the Development Level of
anyone in this situation.
S1
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
S2
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
S3
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
S4
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 19
Development Levels

D1: Low Competence, High Commitment - They generally lack the specific skills
required for the job in hand. However, they are eager to learn and willing to take
direction.

D2: Some Competence, Low Commitment - They may have some relevant skills, but
won't be able to do the job without help. The task or the situation may be new to them.

D3: High Competence, Variable Commitment - They are experienced and capable, but
may lack the confidence to go it alone, or the motivation to do it well or quickly.

D4: High Competence, High Commitment - They are experienced at the job, and
comfortable with their own ability to do it well. They may even be more skilled than the
leader.
Leadership Behavior of the Leader

S1: Directing/Telling Leaders High task focus, low relationship focus, leaders define the
roles and tasks of the 'follower', and supervise them closely. Decisions are made by the
leader and announced, so communication is largely one-way. For people who lack
competence, but are enthusiastic and committed. They need direction and supervision
and direction to get them started.

S2: Coaching/Selling Leaders High task focus, high relationship focus, leaders still
define roles and tasks, but seek ideas and suggestions from the follower. Decisions
remain the leader's prerogative, but communication is much more two-way. For people
who have some competence but lack commitment. They need direction and supervision
because they are relatively inexperienced. They also need support and praise to build
their self-esteem, and involvement in decision-making to restore their confidence.

S3: Supporting/Participating Leaders Low task focus, high relationship focus. Leaders
pass day-to-day decisions, such as task allocation and processes, to the follower. The
leader facilitates and takes part in decisions, but control is with the follower. For people
who have competence, but lack confidence or motivation. They do not need much
direction because of their skills, but support is necessary to bolster their confidence and
motivation.

S4: Delegating Leaders Low task focus, low relationship focus. The leader is still
involved in decisions and problem-solving, but control is with the follower. The follower
decides when and how the leader will be involved. For people who have both
competence and commitment. They are able and willing to work on a project by
themselves with little or no supervision or support.
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 20
Choose a current delegation situation you have
What is the situation?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
To whom will you delegate it? _________________________________________
What is their Developmental Level regarding this situation D1__ D2__ D3__ D4__
What Leadership Style will you use with this delegation? S1__ S2__ S3__ S4 ___
What will you say and how will you say it?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Mike Scott and Associates
800-990-6540
www.TotallyAccountable.com
Tampa, Florida
[email protected]
PAGE 21