This document discusses situational leadership and provides examples of how to apply different leadership styles based on a team member's readiness level. It outlines four leadership styles: directing, coaching, supporting, and delegating. Two case studies are presented and solutions provided that recommend either a directing or coaching leadership approach. The goal of situational leadership is to match one's leadership style to the appropriate readiness level of the team member and situation.

1. Field Team Leader Workshop 2012
Situational Leadership
What Leadership Style works best for
you?

2. Situational Leadership
Choosing the Right Style for the Right Situation
Factors to consider
Not one best style
Task/person specific
Time available
Ref. Hersey and Blanchard
ERU Team Leader Workshop
2011

3. Styles of Situational
Leadership
• Directing
• Coaching
• Supporting
• Delegating
ERU Team Leader Workshop
2011

4. Situational Leadership
Supporting (S3) Coaching (S2)
Moderate to high job maturity Low to moderate emotional maturity
Low-moderate emotional maturity Low to moderate job maturity
High Supportive/Low Directive High Directive/High Supportive
Experienced/ Lacks confidence Motivated/some experience
and/or motivation Motivates/encourages/closely
Sets goals/watches closely supervises
Delegating (S4) Directing (S1)
Moderate to high job maturity Moderate to high emotional maturity
Moderate to high emotional Low-moderate job maturity
maturity High Directive/Low supportive
Low Directive/Low Supportive Motivated/inexperienced
Knows job/Has confidence Sets tasks /checks in
Sets goals/Is approachable
ERU Team Leader Workshop
2011

5. Case One
Babek has recently been added to the team as a logistics specialist.
He has worked in the private sector as a senior logistics officer for
25 years. This is his first assignment with the CRC. He is
unsure of himself. He seems really frightened by the security context.
As team leader you have received feedback from the other team
members that Babek has been telling them what to do and has
introduced a number of new procedures & forms for procurement of supplies
and local staff. They are confused why these changes are being introduced
during a disaster operation when they have not been trained in the use
of the forms.
How would you deal with this situation?
ERU Team Leader Workshop
2011

6. Case 2
Citronella has been a member of the public affairs staff at headquarters
for five years and has recently received her masters degree in marketing.
She was tops in her class. HQ has assigned her to your team to handle media
relations. Your team has a real opportunity to have a positive public profile.
This is her 1st deployment.
One of the local media figures has been asking questions about the capacity
Of the National Society to manage the aftermath of this disaster. The NS
suffered a financial scandal last year that resulted in a damaged image
and loss of donors.
Citronella is unsure how to manage this situation. How do you manage her?
ERU Team Leader Workshop
2011

7. Practical
application
of Situational
Leadership
ERU Team Leader Workshop
2011

8. Directing Style (S1)
Readiness level (R1)
• Crisis - Time limitations
• New team member – does not know job
• Un-motivated team member
Field Team Leader Workshop
2008

9. Directing Style (S1)
• High task orientation - Low Maturity
– What is expected
– Give direction
– Supervise closely
Readiness level (R1)
• Crisis - Time limitations
• New team member – does not know job
• Un-motivated team member
Field Team Leader Workshop
2008

10. Coaching Style (S2)
• High Task – High Maturity
– Motivates
– Encourages
– Approachable
– Listens
Readiness Level (R2)
• High motivation
• Some experience
Field Team Leader Workshop
2008

11. Supporting Style (S3)
• Low Task – High Relationship
– Sets goals
– Has confidence in team
Readiness level (R3)
• Experienced
• Lacks confidence / motivation
Field Team Leader Workshop
2008

12. Delegating Style (S4)
• Low Task – Low Relationship
– Sets goals
– Has confidence in team
Readiness Level (R4)
• Experienced
• Motivated
Field Team Leader Workshop
2008

13. Readiness Levels
• R1: Low in Ability & Low in Motivation
• R2: Low in Ability & High in Motivation
• R3: High in Ability & Low in Motivation
• R4: High in Ability & High in Motivation
Field Team Leader Workshop
2008

14. Case 1 – Answer – S1 or S2
Technically Babel is strong, however, he lacks operational
experience and a context for applying these skills during a
major operation.
The Team Leader needs to establish some clear parameters
To ensure that the operation will not be compromised (S1).
Depending on the time limitation a discussion could also be initiated
regarding any recommendations that Babel has to improve the
current logistics systems. Could be linked back to Support Services
For discussion at a later time.
Field Team Leader Workshop
2008

15. Case 2 – Answer – S2
Citronella clearly knows her job given her success during this operation. She needs
some coaching to sort through this particular problem.
You may need to involve the National Society in your discussion to ensure that the
answer to the reporters questions and your key messages are consistent.
Field Team Leader Workshop
2008