Situational Leadership: Theory and Practice

Part 1. Situational Leadership II Theory and Practice: Situational Leadership Case Studies

Watch the introductory video to begin (click the title below to view online).

 The Power of SLII Video

Read "Situational Leadership II - Introduction Article" which presents the basic concepts of Situational Leadership theory

• Development level of the individual or team
• Four leadership styles
• Matching leadership style to development level
• Partnering for performance

Part 2. Analysis of Leadership Style Using Situational Leadership

Use the Guide to Leadership Practices - Part 2 (download) to review the four case studies that were explored in the Teaching Session and your responses to each case study.

Then review the analysis of the case studies using “Analysis of Team Leadership Cases."

• How well did you diagnose each case study and apply the most appropriate leadership style?
• What did you learn from the case studies about the development level of the group and how to apply the most appropriate leadership style?
• What did you discover about situational leadership that you can apply to your leadership style and the teams that you lead?  

Part 3. Applying Situational Leadership

Use the Worksheet: Applying Situational Leadership (attached) apply Situational Leadership theory to the teams you lead and the individuals you lead.

Teams

1. Identify the teams (task forces, committees, etc.) you lead. 
2. Name the development level of each team using one of four development levels from Situational Leadership: D1 (low competence, high commitment), D2 (some competence, low commitment) D3  moderate to high competence, variable commitment), D4 (high competence, high commitment). 
3. Name your current leadership style with each team using the four leadership styles of Situational Leadership theory: Directing, Coaching, Supporting, and Delegating.
4. Analyze the match between your leadership style and development level of the group. Uusing the worksheet: “Analysis of Teams You Lead.” Conclude by having them identify changes they might make in their leadership style and practices.

Teams I lead

Development level

My current leadership style with this team and its match with the team’s development

Changes you might make in your leadership style and practices: things to stop doing, things to start doing

Individuals 

Apply the same process to up to four individuals that you lead or supervise. Identify who they are, their development level, your current leadership style with each person, and an analysis of the match between your leadership style and development level using the worksheet: “Analysis of Individuals I Lead.” Conclude by identifying changes you might make in their leadership style and practices.

Individuals I lead or supervise

Development level

My current leadership style with this person and its match with his or her development

Changes you might make in your leadership style and practices: things to stop doing, things to start doing

Assignment

Using the results of Part 3. Applying Situational Leadership develop a report with the results of your work, divided into two sections: Teams and Individuals.

Teams 

• First identify the team(s) you lead, the development level of each team, your current leadership style with them, your analysis of the match between your leadership style and the changes you might need to make.
• Second, create a plan with practical strategies for working with each team using Situational Leadership theory.

Individuals

• First, identify who they are, their development level, your current leadership style with each person, and your analysis of the match between your leadership style and development level and the changes you might need to make.
• Second, create a plan with practical strategies for working with each team using Situational Leadership theory.

Online Class Discussion Weeks 5 & 6

Engage in conversation with your co-learners by responding to the starter prompts offered below, along with reading and replying to comments offered by others.