Situational Leadership

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Situational Leadership

• Dr. Ed Merritt
• California State University (Cal Poly Pomona)
• eamerritt_at_csupomona.edu

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Learning Objectives

• At the end of this session you will be able to
• Explain the four types of situational leadership
• Define your preferred leadership style
• Choose and apply the appropriate leadership style
  to a managerial situation at the club

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Consider

• Implementing an action plan when you return--
• Take-home points
• Points for action at your club
• People with whom to communicate the value of this
  knowledge

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Background

• Blanchard and Hersey characterized leadership
  style in terms of the amount of direction and
  support that the leader gives to his or her
  followers
• Directing
• Coaching
• Supporting
• Delegating
• (details to follow)

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Situational Leadership Exercise

• Defining your preferred style
• Spend 10 minutes
• Answer 12 statements
• Score your preferred style
• We will review in class

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Directing

• Leaders define the tasks and supervise them
  closely 
• Decisions are made by the leader
• Communication is largely one-way
• Also referred to as autocratic, militaristic

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Coaching

• Leaders still define tasks, but seek ideas and
  suggestions 
• Decisions remain the leader's prerogative
• Communication is much more two-way
• Also referred to as consultative

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Supporting

• Leaders pass day-to-day decisions to employees
• Leader facilitates but control is with the
  employees
• Also referred to as participative or democratic

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Delegating

• Leaders involved in decisions and problem-solving
• Control is with the employee
• Employee decides how leader will be involved
• Also referred to as laissez-faire

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Application

• Effective leaders are versatile
• Changing style according to the situation
• No one right style
• We tend to have a preferred style, and in
  applying Situational Leadership you need to know
  which style to use

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Application Directing

• Employee has
• Low confidence
• Low commitment
• Generally lacking the specific skills required
  for the job

• Leader uses
• Directing behavior

Example Entry level employee who does not know
how to set a table
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Application Coaching

• Employee has
• Some competence
• Low commitment
• May have some relevant skills, but won't be able
  to do the job without help

• Leader uses
• Coaching behavior

Example Established a la carte server who may be
working a large reception for the first time
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Application Supporting

• Employee has
• High confidence
• Variable commitment
• Experienced and capable, but may lack the
  confidence to go it alone

• Leader uses
• Supporting behavior

Example An experienced club reception supervisor
who is reluctant to accept the reception desk
manager position
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Application Delegating

• Employee has
• High competence
• High ability
• Experienced at the job, and comfortable with own
  ability to do it well

• Leader uses
• Delegating behavior

Example Experienced director of golf at a
country club. Director is more skilled in area
than GM
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Action Plan

• What are some take-home points?
• What are some points for action at your club?
• How and to whom will you communicate the value of
  this knowledge?

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Situational Leadership

• Dr. Ed Merritt
• California State University (Cal Poly Pomona)
• eamerritt_at_csupomona.edu