Situational Leadership

1.OBJECTIVE:1.1To re-evaluate your present behaviour as a leader and determinethe implications thereof towards your subordinates.

2.OUTCOMES:To demonstrate competence, the following key elements need to beaddressed:Identifying the implications of your dominant style and methods you will use to develop the other styles.

Identifying the development level of three (3) subordinates and your style of leadership in each situation using appropriate diagnostic material.

Creating task / leadership contracts for these three (3) subordinates using Situation, Task, Leadership and Results.

3.ASSIGNMENT:a.Use the evaluation questionnaires and determine the style withwhich you are most comfortable.

b.Determine the implications of using the same style with different subordinates.

c.Identify the styles you need to develop and why these areappropriate.

d.Use the appropriate diagnostic material to help you in diagnosingtheir level of readiness and select the appropriate communication style for each subordinate.

e. Schedule a meeting with each subordinate. Create satisfactory task/leadership contracts for each individual.

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The contracts mustbe supplemented by application examples, using the following structure:SSituation.

TTask.

AAction.

RResults.

4.ASSIGNMENT GUIDELINES:•The assignment must be completed in accordance with the"GuidelinesFor Post Module Assignments" handed and explained to you during the course.

•Length: This assignment should be no longer than six (6) writtenor four (4) typed A4 pages.

INDEXPageIntroduction4a)Determine my Leadership style 4b)Implications of using the same style with different subordinates4c)Identifying the styles I need to develop5d)Diagnosing level of readiness for my subordinates6e)Create a satisfactory task / leadership contract7REFERENCESSITUATIONAL LEADERSHIPINTRODUCTIONSomething that is very important to grasp is that there is "no one best leadership style". In order to be an effective leader you need to vary your leadership style in response to the needs of the people you are trying to manage. In certain situations, you need to provide lots of direction while with others, encouragement and recognition are more important.