MODULE ON

SITUATIONAL LEADERSHIP

MOTIVATION AND BEHAVIOR
BEHAVIOR
Motives
Goals
Motive Strength
Changes in Motive Strength
CATEGORIES OF ACTIVITIES
MOTIVATING SITUATION
EXPECTANCY AND AVAILABILITY
PERSONALITY DEVELOPMENT
Changing Personality
HIERARCHY OF NEEDS
MOTIVATIONAL RESEARCH
Physiological Needs
Safety (Security) Needs
Social (Affiliation) Needs
Esteem
Self-Actualization
Money Motive
WHAT DO WORKERS WANT FROM THEIR JOBS?
 
LEADER BEHAVIOR
 
LEADERSHIP DEFINED
TRAIT VERSUS SITUATIONAL APPROACH TO THE STUDY OF LEADERSHIP
LEADERSHIP PROCESS
Scientific Management Movement
Human Relations Movement
Authoritarian-Democratic Leader Behavior
Michigan Leadership Studies
Group Dynamics Studies
Ohio State Leadership Studies
Is There a Best Style of Leadership
ADAPTIVE LEADER BEHAVIOR
Leadership Contingency Model
THE TRI-DIMENSIONAL LEADER EFFECTIVENESS MODEL
Effectiveness Dimension
What About Consistency?
Attitude Verses Behavior
 
SITUATIONAL LEADERSHIP
 
SITUATIONAL LEADERSHIP
Maturity of the Followers or Group
Basic Concept of Situational Leadership
Style of Leader Versus Maturity of Followers
APPLICATION OF SITUATIONAL LEADERSHIP
Determining Appropriate Style
Components of Maturity
Instruments to Measure Maturity
Components of Leadership Style
SITUATIONAL LEADERSHIP AND VARIOUS ORGANIZATIONAL SETTINGS
Parent-Child Relationships
Ineffective Parent Styles
Management of Research and Development Personnel
Educational Setting
UNDERSTANDING EARLIER RESEARCH
Determining the Effectiveness of Participation
The Influence of Cultural Change
DOES SITUATIONAL LEADERSHIP WORK?
CHANGING LEADERSHIP STYLE APPROPRIATELY
 
SITUATIONAL LEADERSHIP, PERCEPTION, AND THE IMPACT OF POWER
POWER DEFINED
POWER : AN ERODING CONCEPT
BASES OF POWER
IS THERE A BEST TYPE OF POWER?
Power Bases and Maturity Level
INTEGRATING POWER BASES, MATURITY LEVEL, AND LEADERSHIP STYLE THROUGH SITUATIONAL LEADERSHIP
The Situational Use of Power
Developing Sources of Power
Sources of Power
Eroding Sources of Power
THE POWER PERCEPTION PROFILE
Development of the Power Perception Profile
Uses of the Power Perception Profile
 
DEVELOPING HUMAN RESOURCES
 
INCREASING EFFECTIVENESS
Breaking the Ineffective Cycle
DEVELOPMENT CYCLE
What Do We Want to Influence?
How is the Person Doing Now?
Determining Maturity
Successive Approximations
Time and the Developmental Cycle
CHANGING MATURITY THROUGH BEHAVIOR MODIFICATION
Positive Reinforcement
Individualizing Reinforcement
Schedule of Reinforcement
Consistency in Reinforcement
Isn’t All This Reinforcement a Form of Bribery?
 
CONSTRUCTIVE DISCIPLINE
 
THE REGRESSIVE CYCLE
The Importance of Timing Interventions
The Emotional Level of Intervention
Some Things to Remember When Disciplining an Individual
Punishment and Negative Reinforcement
Extinction
When to Use Punishment or Extinction
An Example of Using Behavior Modification
PROBLEMS AND THEIR OWNERSHIP – WHO”S GOT THE MONKEY?
Inappropriate Responses to People with a Monkey
Keep the Monkey Where it Belongs
 
BUILDING EFFECTIVE RELATIONSHIPS
 
LEAD INSTRUMENTATION
Leadership Style
Style Range or Flexibility
Style Adaptability
Flexibility: A Question of Willingness
Is There Only One Appropriate Style?
Use of LEAD Instrumentation
JOHARI WINDOW
Feedback
Disclosure
Self-Perception Versus Style
Is It Too Late?
LEAD PROFILES
Sample
What Is a Two-Style Profile?
Wide Flexibility
Reference to Situational Leadership
Style Profile
Style Profile 1 – 4
Style Profile 2 – 3
Style Profile 1 – 2
Style Profile 2 – 4
Style Profile 3 - 4
Implications for Growth and Development
Team Building
Who Determines the Leadership Style of a Manager?
CONTRACTING FOR LEADERSHIP STYLE
Adding the Contracting Process
MAKING THE PROCESS WORK