Generally, there are four types of employee phases. Directing is usually reserved for newer employees or those who may not have the knowledge, skills, abilities KSAs , and drive for the work. The Coaching phase is where the employees have developed necessary basic skills for the work but still have room for development into fully productive employees. After an employee or group has received enough coaching to be productive, the Supporting phase is entered. In this phase, some employees may or may not be driven to excel or have the KSAs.
They might still need extra motivation and support to work towards the overall goals. Once the group has reached a state in which they are fully committed and competent, they are in the Delegation phase of this model. They can receive instructions and complete tasks independently, creating an environment where the leader becomes freer to focus on strategy and team nurturing. As employees or team members transition from one phase to another, the leader can adapt their leadership style to match each phase.
The desired result would be to have all the team members reach the delegation phase. This not only frees up the leader somewhat, but it gives employees a sense of contribution, value, and respect. Actively scan device characteristics for identification. Use precise geolocation data. Select personalised content. Create a personalised content profile. Measure ad performance. Select basic ads. Create a personalised ads profile.
It aligns with followers who have limited if any experience performing the task but exude both confidence and motivation toward the process of leader-driven skill development.
Like Style 1, effective use of this approach depends upon direct observations by the leader, which fuel focused performance feedback discussions and increased dialog.
The objective of Style 3 is to create alignment. Based on the above indicators for the individual, we would identify them as R1 or Readiness Level 1. This means the individual is unable and insecure or unmotivated to complete the task at a sustained and acceptable level. Once a Situational Leader has assessed an individual to be R1 for a specific task, the leader should provide the necessary direction and closely supervise the follower in an effort to identify progress.
Most leaders are typically excellent at Telling. There are some disadvantages to the Asking Style, including that it takes more time than giving the answer to the task at hand. The leader needs to explicate the bigger picture, which might be risking sharing confidential information. The leader has less control and might feel less needed. Using the Telling and Asking leadership Style is appropriate according to the situation or to the person being lead. However, many leaders are stuck in one preferred style.
Usually, leaders are excellent at the Telling Style especially in some cultures where to not know the answers is perceived as a weakness. The leader needs to be self-aware and flexible to apply the appropriate leadership style. In addition to the two styles I discussed here, there are more that you or your clients are using. Let me know what they are. Leave a comment below. What can help develop talent? How can leaders create positive environments for their people?
For more information, you can check out our leadership coaching programs or talent development programs and access our free podcast on Excellent Executive Coaching and subscribe on iTunes.
0コメント