A Module in the Supervisory Development Course (SDC) Tracks 2-3.

1. Atty. Daisy Punzalan Bragais
Director III
Civil Service Commission
Regional Office No. 5
A Leader for All Seasons
Understanding Situational Leadership

3. Explain the meaning of situational
leadership
Differentiate directive behavior from
supportive behavior
Differentiate the two dimensions of
employee maturity: Ability and Motivation

4. Identify and discuss the 4
situational leadership styles
Apply and adapt the appropriate
situational leadership styles to your team
and work situation.
Recognize the maturity level of an
employee

5. To be an effective supervisor,
one must have the qualities of
a good leader.

6. Situational leadership is a
management paradigm that is
premised on the belief that:
“There is no one best leadership
style for all situations”

7. Situational
Leadership is an
approach where
the leader matches
and adapts
his/her behavior
with the needs,
commitment,
capability and
maturity level of
his/her individual
employee or team.

8. 2 Types of Leader Behaviors
Directive Supportive

9. This is when the supervisor focuses
on directing and controlling behavior
to ensure that the task gets done
Directive Behavior

10. S
• pecifying what the goal is and what the desired
performance should be
H
• aving definite guidelines and detailed directions
on expected behavior
O
• rganizing a step-by-step work plan on how the
task is to be accomplished
W
• orking out a definite time-frame
S
• upervising and overseeing the tasks
Supervisor SHOWS the employee by:

11. Supportive Behavior
This is when the supervisor
adapts behavior and
actions that
HELPS.

12. Have encouraging comments and
observations
Encourages risk-taking
Listens to suggestions
Supports employees efforts
Provides questions that expands employees
thinking

13. What leadership
behavior should
one adapt and
why?
It depends on the
maturity level of
the employee(s).

14. of a person to take responsibility for directing their
own behavior in relation to a specific task.
level is a combination of
two factors:
competence or ability
willingness or motivation

16. Ability
This is the “can do” aspect. Do the
employees have the experience,
education, skills, to do the task even
without direction from the supervisor?

18. Motivation or Willingness
This is the “want” aspect. Will the
employees perform the task even
without your encouragement and
support?

20. M1
M2
M3
M4
Levels of Maturity

21. As a supervisor, your
challenge is to develop your
employees from M1 to M2
levels to M3 or M4

23. Being sensitive and flexible is the
key to your success as a
situational leader

24. Watch Video

25. Directing appropriate to use only when
interacting with low capability
employees or new employees but
are enthusiastic and committed

27. The leader must . . . .
 Tell them what to do
 Show them what to do
 Tell and show them what the
standards are
 Let them try
 Assess their performance
 Praise their progress

28. This style is described as a
combination of high directive
task and low supportive
behavior.

29. Adapting this style will help your
people develop their competence
until gradually external support
from the supervisor is no longer
needed.

30. Supportive behavior is absent or
minimal.
Directions are set and decisions are
made by the supervisor without
input from the employees.

31. Coaching or Selling Style
 The leader continues
to direct
 Closely supervises
task accomplishment
 Explains decisions
 Solicits suggestions
 Supports progress

32. Coaching or Selling Style
Giving specific instructions tell
what, where, and how to do the
job
Giving support by explaining
why the task should be
performed
Answering questions and
finding out employees ideas
and reactions.

33. It is appropriate to use for people
who have some competence but
lack commitment.
Coaching or Selling Style is a
combination of high directive (task) and
high supportive behavior.

34. The leader is more
highly participative
and intensifies the
display of supportive
and encouraging
behavior
Supporting or
Encouraging Style

35.  Listening to employees suggestions
 Facilitating interactions
 Praising, recognizing and rewarding
employees progress
 Building up their self-confidence and
motivation
 Encouraging and appreciating team efforts

36.  Helping individual employees and the
team to reach own solutions (by asking
questions that expand their thinking and
encourage risk-taking and innovative
behavior)

37. The Supervisors job is to find out:
 Do they fear failure?
 Do they need some
special recognition to
press their willingness
button?
 What can you do to
build their confidence,
skills, commitment?
What is
stopping their
willingness?
What is
limiting their
commitment?

38. Delegating or Empowering Style
The leader spends
limited time
overseeing
performance.
Merely lets employees
know what needs to
be done and lets
them do the task
their way.

39. Delegating or empowering style is a
combination of low-directive
and low-supportive behavior.

40. It is most appropriate to use when
interacting with outstanding, high
performing employees who are
highly self-directing and
demonstrate high level of
competencies.

41. Maturity Level
Most Appropriate
Leadership Style
M1: Low maturity S1: Telling/directing
M2: Medium maturity,
limited skills
S2: Selling/coaching
M3: Medium maturity,
higher skills but lacking
confidence
S3:
Participating/suppporting
M4: High maturity S4: Delegating

42. What leadership style is it?

43. The Supervisors’ Cafe

44. Inspiring Leadership
Credits:
Situational Leadership, Paul Hersey and Ken Blanchard
Supervisory Development Course, UNDP
All images were taken from the internet via Google