One of the most valuable takeaways from the Situational Leadership®: Building Leaders course is learning with statistical certainty your primary leadership style. Participants always want to learn more about their personalized list of likeliest mismatches and discover next steps and strategies that can increase their adaptability and accuracy. Our best trainer tips are in such […]
Situational Leadership® is a common-sense, contingency-based leadership model that consists of four common leadership styles. Two points of clarification in that regard: Unfortunately, “common sense” is anything but “common practice.” “Contingency-based” basically means the correct answer to the question: “What is the best leadership style?” Answer: It depends!
What is a Delegating Leadership Style? With good reason, delegating is also frequently referred to as empowering. It is a style of leadership where the formal leader cedes the stage to those doing the work and intentionally stays out of their way while they work their magic. Delegation can be traced back to the historic […]
A participative leadership approach aligns with followers who have demonstrated the ability to perform, but (for whatever reason) struggle with either the confidence or the motivation to continue. In terms of the Situational Leadership® Model, participation is a low task behavior, high relationship behavior approach, and its purpose is to help followers solve problems. […]
The terminology challenge for several of the words imbedded in the Situational Leadership® Model has been discussed in some detail in a previous blog post (i.e., “telling” is an interchangeable label with “directing” or “guiding “or “structuring”). Along similar lines there are several synonymous terms that can be substituted for “selling” as a descriptor as […]
What Is a Telling Leadership Style? Let’s start here … words mean different things to different people! Put another way, our founder, Dr. Paul Hersey, used to say that “words … are simply packages of ideas.” With that in mind, it is safe to say that we at The Center for Leadership Studies have received […]
As businesses plan, prepare and execute the various phases of reopening, employees are returning to a different workplace. Whether they are continuing to work remotely, returning to a physical space or a mix of both, the way we work in the post-pandemic environment has been forever changed. This post provides recommendations for how to apply […]
In the transition to “normal,” the need for successful and engaged employees will be greater than ever. As an employee, maintaining your success and engagement throughout this transition will enable you to continue to develop even while facing unpredictable challenges. This handbook is designed to guide employees navigating this transition through the lens of Situational […]
In the transition to “normal,” managers will be responsible for maintaining performance and motivation while their teams grapple with another shift in the way they work. To ensure success and engagement within their teams, managers must communicate consistently and effectively and provide clarity to their teams. However, it is during times of rapid change that […]
Consider for a moment amid all that is COVID-19 that the last thing we want from anybody we look to for leadership right now is social distance. Physical distance—absolutely! Social distance—absolutely not! Where We Are and What We Feel CONTACT US > There are a number of lenses we can look through to help us […]
Beyond a shadow of a doubt, the best facilitators of Situational Leadership® are practitioners. They are undoubtedly familiar with the pioneering research contributions that form the foundation of the model, but they rarely spend precious time during a workshop reviewing that history. Conversely, they communicate the essence of what learners need to know to immediately […]
When you view change—especially the disruptive kind—through the eyes of Situational Leadership®, what you see is regression. Employees operating at moderate to high levels of Performance Readiness® for most of the tasks that constitute their contribution “move to the right.” Their ability to perform at a sustained and acceptable standard is challenged by emerging circumstances. […]