Situational leadership - Hersey and Blanchard - Revision history

Stefaniaosk: /* Application */

2021-02-28T22:55:36Z

Application

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	=== Matching Leadership Styles and Development Levels ===		=== Matching Leadership Styles and Development Levels ===

	[[File:SDmatch.jpg\|thumb\|left\|~~500px~~\|Figure 2: Matching Leadership Styles and Development Levels (own figure based on The Situational Leadership Model II <ref name="KenBlanchardWeb"/>]]		[[File:SDmatch.jpg\|thumb\|left\|480px\|Figure 2: Matching Leadership Styles and Development Levels (own figure based on The Situational Leadership Model II <ref name="KenBlanchardWeb"/>]]
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Stefaniaosk at 22:53, 28 February 2021

2021-02-28T22:53:24Z

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	=== Matching Leadership Styles and Development Levels ===		=== Matching Leadership Styles and Development Levels ===

	[[File:SDmatch.jpg\|\|Figure 2: Matching Leadership Styles and Development Levels (own figure based on The Situational Leadership Model II <ref name="KenBlanchardWeb"/>]]		[[File:SDmatch.jpg\|thumb\|left\|500px\|Figure 2: Matching Leadership Styles and Development Levels (own figure based on The Situational Leadership Model II <ref name="KenBlanchardWeb"/>]]
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	The Situational Leadership Model has been designed in a way so that the leader can remember easily which styles match with what level. The following table shows how the model matches different types of leadership styles with development levels and an explanation on why that is <ref name="OneMinuteManager4"/>.		The Situational Leadership Model has been designed in a way so that the leader can remember easily which styles match with what level. The following table shows how the model matches different types of leadership styles with development levels and an explanation on why that is <ref name="OneMinuteManager4"/>.

Stefaniaosk: /* Limitations & Reflections */

2021-02-28T22:49:29Z

Limitations & Reflections

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	When applying the model, try to balance directive and supportive behaviour. If you find yourself in doubt on whether to go for more of a supportive or directive behaviour, choose supporting. Being very directive to a person that is a self-reliant achiever can cause a more negative effect rather than being very supportive. Over-leading a person that does not need it might lead to the person feeling untrusted or even constrained. Furthermore, under-leading a person can also lead to the person feeling insecure and confused <ref name="PM_Situational_Leadership"/>.		When applying the model, try to balance directive and supportive behaviour. If you find yourself in doubt on whether to go for more of a supportive or directive behaviour, choose supporting. Being very directive to a person that is a self-reliant achiever can cause a more negative effect rather than being very supportive. Over-leading a person that does not need it might lead to the person feeling untrusted or even constrained. Furthermore, under-leading a person can also lead to the person feeling insecure and confused <ref name="PM_Situational_Leadership"/>.
	Situational leadership is not a methodology that one applies once to their project team, it is used continuously throughout a project and other projects to come. If you as a leader do not change your leadership styles as your team evolves, you will not get the best efficiency out of them.

			Situational leadership is not a methodology that one applies once to their project team, it is used continuously throughout a project and other projects to come. If you as a leader do not change your leadership styles as your team evolves, you will not get the best efficiency out of them.

	== Annotated Bibliography ==		== Annotated Bibliography ==

Stefaniaosk: /* How to identify a suitable leadership style */

2021-02-28T22:49:00Z

How to identify a suitable leadership style

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	<li> '''D4 matched with S4:''' ''“I know you’re taking the lead, but I’m here, when and if you need me"''		<li> '''D4 matched with S4:''' ''“I know you’re taking the lead, but I’m here, when and if you need me"''
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	Once the leader has figured out where the employee stands, he can start to think about how to develop that person from being an enthusiastic beginner to a self-reliant achiever.		Once the leader has figured out where the employee stands, he can start to think about how to develop that person from being an enthusiastic beginner to a self-reliant achiever.

	== Why Situational Leadership is important in project management ==		== Why Situational Leadership is important in project management ==

Stefaniaosk at 22:48, 28 February 2021

2021-02-28T22:48:19Z

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	== About Situational Leadership ==		== About Situational Leadership ==

	The theory was developed by author Paul Hersey and leadership expert Ken Blanchard, first introduced in late 1960s as ''Life Cycle Theory of Leadership'' but renamed in the mid-1970 as ''Situational Leadership Model'' <ref name="blanchard"/> .		The theory was developed by author Paul Hersey and leadership expert Ken Blanchard, first introduced in late 1960s as ''Life Cycle Theory of Leadership'' but renamed in the mid-1970 as ''Situational Leadership Model'' <ref name="blanchard"/>.
	The theory was inspired by the changing leadership needed by parents as a child grows up from infancy to adulthood. An infant needs a different leadership style than as a young adult, so Hersey and Blanchard felt as the same logic held true for managing new, developing and experienced workers. <ref name="blanchard"/>		The theory was inspired by the changing leadership needed by parents as a child grows up from infancy to adulthood. An infant needs a different leadership style than as a young adult, so Hersey and Blanchard felt as the same logic held true for managing new, developing and experienced workers <ref name="blanchard"/>.

	In 1980s Blanchard made a number of changes to the original model which is now called Situational Leadership II or SLII <ref name="OneMinuteManager"/>.		In 1980s Blanchard made a number of changes to the original model which is now called Situational Leadership II or SLII <ref name="OneMinuteManager"/>.
	In 1980s Blanchard made a number of changes to the original model which is now called Situational Leadership II or SLII<ref name="OneMinuteManager"/>. While still keeping the same methodology, Blanchard relabelled the leadership styles because it was simply easier for managers to remember. Style 1:Directing instead Telling, Style 2:Coaching instead of Selling, Style 3: Supporting instead of Participating and Style 4:Delegating remained the same. The dimensions of the old model was “task behavior” and “relationship behaviour”, but changed to supportive behaviour and directive behaviour to relate better to the leadership styles <ref name="OneMinuteManager"/> .		In 1980s Blanchard made a number of changes to the original model which is now called Situational Leadership II or SLII<ref name="OneMinuteManager"/>. While still keeping the same methodology, Blanchard relabelled the leadership styles because it was simply easier for managers to remember. Style 1:Directing instead Telling, Style 2:Coaching instead of Selling, Style 3: Supporting instead of Participating and Style 4:Delegating remained the same. The dimensions of the old model was “task behavior” and “relationship behaviour”, but changed to supportive behaviour and directive behaviour to relate better to the leadership styles <ref name="OneMinuteManager"/>.

	== Big Idea ==		== Big Idea ==
	Situational Leadership proposes that there are four primary leadership styles that are suitable for four different ~~followers’~~ directive behavior, often called the four development levels. The leadership styles are Directing, Coaching, Supporting and Delegating and the development levels are Enthusiastic Beginner, Disillusioned Learner, Capable but Cautious and Self-Reliant Achiever. Situational Leadership helps the leader answer the questions on what the right form of leadership for this person is, in a specific context. The context is the task, and a task can be defined as a project from a project management perspective.		Situational Leadership proposes that there are four primary leadership styles that are suitable for four different person's directive behavior, often called the four development levels. The leadership styles are Directing, Coaching, Supporting and Delegating and the development levels are Enthusiastic Beginner, Disillusioned Learner, Capable but Cautious and Self-Reliant Achiever. Situational Leadership helps the leader answer the questions on what the right form of leadership for this person is, in a specific context. The context is the task, and a task can be defined as a project from a project management perspective.

	Situational Leadership contains a flexible style, whereas the leader adapts their leadership style to situational factors in the workplace. By understanding and adapting to these situational factors, the leaders will be able to influence their surroundings and team members much more successfully than if these factors are ignored. <ref name="b2u"/>. The fundamental foundation of the theory is that there is no single best style of leadership and the most effective leadership varies on the project and the employees working on the project <ref name="PM_Situational_Leadership"/>.		Situational Leadership contains a flexible style, whereas the leader adapts their leadership style to situational factors in the workplace. By understanding and adapting to these situational factors, the leaders will be able to influence their surroundings and team members much more successfully than if these factors are ignored <ref name="b2u"/>. The fundamental foundation of the theory is that there is no single best style of leadership and the most effective leadership varies on the project and the employees working on the project <ref name="PM_Situational_Leadership"/>.
	The theory suggests that effective leadership is dependent on two behaviours: '''Supporting''' and '''Directing'''. Directing behaviours give directions, instructions and control the behaviour of team members while supporting behaviour include actions like encouraging, listening, and giving attention and feedback		The theory suggests that effective leadership is dependent on two behaviours: '''Supporting''' and '''Directing'''. Directing behaviours give directions, instructions and control the behaviour of team members while supporting behaviour include actions like encouraging, listening, and giving attention and feedback
	<ref name="verywellmind"/>.		<ref name="verywellmind"/>.
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	According to Ken Blanchards website, research shows that employees need different styles of direction and support depending on their development level of competence and commitment. However, about 54% of managers only use one leadership stile, no matter the situation <ref name="KenBlanchardWeb"/>.		According to Ken Blanchards website, research shows that employees need different styles of direction and support depending on their development level of competence and commitment. However, about 54% of managers only use one leadership stile, no matter the situation <ref name="KenBlanchardWeb"/>.

	''"Great leaders give their people what they need, when they need it. That means having authentic ~~converstations~~ that empower. Caring about their growth. Being their champion. Seeing their promise."'' <ref name="KenBlanchardWeb"/>		''"Great leaders give their people what they need, when they need it. That means having authentic conversations that empower. Caring about their growth. Being their champion. Seeing their promise."'' <ref name="KenBlanchardWeb"/>

	=== Leadership Styles ===		=== Leadership Styles ===
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	<li> '''S2 - Coaching'''		<li> '''S2 - Coaching'''
	Originally named ''Selling''. Coaching combines both direction and support. The manager provides a lot of support, listens well and encourages. This type of leadership teaches the ~~follower~~ how to evaluate their own work <ref name="OneMinuteManager2"/>.		Originally named ''Selling''. Coaching combines both direction and support. The manager provides a lot of support, listens well and encourages. This type of leadership teaches the employee how to evaluate their own work <ref name="OneMinuteManager2"/>.

	<li> '''S3 - Supporting'''		<li> '''S3 - Supporting'''
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	When project managers begin applying ~~situational leadership~~, the first step is to identify the project and the person that is responsible to perform it. When that has been established, the project manager answers the following questions <ref name="SLrelevant"/>:		When project managers begin applying Situational Leadership, the first step is to identify the project and the person that is responsible to perform it. When that has been established, the project manager answers the following questions <ref name="SLrelevant"/>:

	<li> ''How much project knowledge does this person have ?''		<li> ''How much project knowledge does this person have ?''
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	Once those questions have been answered, the project manager should be able to group his team into different development levels and pick his leadership style accordingly. The leader determines a leadership style as a function of directive or supporting behaviour. When the manager has acknowledged the development level of ~~a team member~~, he has to be mindful of the fact that the persons experience and knowledge will evolve with time. Therefore, the manager has to be flexible and observant for his team’s development. From Blanchards book about the One-Minute Manager <ref name="OneMinuteManager4"/>, he suggests that when diagnosing and matching styles with development levels, one should consider the following agreement statements:		Once those questions have been answered, the project manager should be able to group his team into different development levels and pick his leadership style accordingly. The leader determines a leadership style as a function of directive or supporting behaviour. When the manager has acknowledged the development level of an employee, he has to be mindful of the fact that the persons experience and knowledge will evolve with time. Therefore, the manager has to be flexible and observant for his team’s development. From Blanchards book about the One-Minute Manager <ref name="OneMinuteManager4"/>, he suggests that when diagnosing and matching styles with development levels, one should consider the following agreement statements:
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	~~=== Developing people as a leader ===~~		Once the leader has figured out where the employee stands, he can start to think about how to develop that person from being an enthusiastic beginner to a self-reliant achiever.
	Once the leader has figured out where the employee stands, he can start to think about how to develop that person from being an enthusiastic beginner to a self-reliant achiever.

	== Why Situational Leadership is important in project management ==		== Why Situational Leadership is important in project management ==
	The project mangers’ job is to lead their team in the most optimal and effective way as possible. According to the PMI standards, the definition of a project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives <ref name="PMBodyOfKnowlegde"/>. It also states that communication competence is a combination of communication skills that contemplates factors such as clarity of purpose in key messages, effective relationships and information sharing, and leadership behaviours. Therefore, project managers need to lead people correctly to get things done.		The project mangers’ job is to lead their team in the most optimal and effective way as possible. According to the PMI standards, the definition of a project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives <ref name="PMBodyOfKnowlegde"/>. It also states that communication competence is a combination of communication skills that contemplates factors such as clarity of purpose in key messages, effective relationships and information sharing, and leadership behaviours. Therefore, project managers need to lead people correctly to get things done.

	Effective leadership is essential to create and sustain a high-performing organization <ref name="SLrelevant"/>. By implementing the model, project managers assure that their ~~team members~~ are getting the best possible leadership and guidance as possible throughout the project. Good leadership leads to effective and efficient project team which leads to successful projects. When a manager chooses to use ~~situational leadership~~, he displays behaviour that over time will gain the ~~team members’~~ trust and respect <ref name="SLrelevant"/>. However, managers have to be careful when changing leadership styles when ~~a team member~~ is developing. If they fail to choose the right leadership, it can lead to a more negative effect. If one uses a directive style to a person that is very experienced and confident in their work, that can lead to frustration. “The lack of leadership skill will result in people getting demotivated and eventually reduce their work performance” <ref name="poorleader"/>. By reduced work performance it is evident that the project is more likely to be delayed or even unsuccessful. Therefore, a successful ~~situational leadership~~ is one key factor to a successful project and satisfied team members.		Effective leadership is essential to create and sustain a high-performing organization <ref name="SLrelevant"/>. By implementing the model, project managers assure that their employee are getting the best possible leadership and guidance as possible throughout the project. Good leadership leads to effective and efficient project team which leads to successful projects. When a manager chooses to use Situational Leadership, he displays behaviour that over time will gain the employees’ trust and respect <ref name="SLrelevant"/>. However, managers have to be careful when changing leadership styles when an employee is developing. If they fail to choose the right leadership, it can lead to a more negative effect. If one uses a directive style to a person that is very experienced and confident in their work, that can lead to frustration. “The lack of leadership skill will result in people getting demotivated and eventually reduce their work performance” <ref name="poorleader"/>. By reduced work performance it is evident that the project is more likely to be delayed or even unsuccessful. Therefore, a successful Situational Leadership is one key factor to a successful project and satisfied team members.

	== Limitations & Reflections ==		== Limitations & Reflections ==

Stefaniaosk: /* Annotated Bibliography */

2021-02-28T22:39:02Z

Annotated Bibliography

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	'''Zuest, Project Management Institute. Guide to the Project Management Body of Knowledge, 2017. Project Management Institute.'''		'''Zuest, Project Management Institute. Guide to the Project Management Body of Knowledge, 2017. Project Management Institute.'''
			Is a book that contains the standard terminology and guidelines for project management. The book describes the meaning behind project management and why it is important in order to successfully solve all kinds of projects.

	'''Blanchard, K., Zigrami, P., & Zigrami, D. (2013). Leadership and the One Minute Manager. William Morrow & Company.'''		'''Blanchard, K., Zigrami, P., & Zigrami, D. (2013). Leadership and the One Minute Manager. William Morrow & Company.'''
			Revised and updated edition written by Blanchard about the One Minute Manager - A Situational Approach to Leading Others. In this book, Blanchard teaches leaders the world-renowned method of developing self-reliance in those they manage: SLII®.

	== References ==		== References ==

Stefaniaosk at 22:33, 28 February 2021

2021-02-28T22:33:39Z

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	\|- style="height: 7em;"		\|- style="height: 7em;"
	! scope="row" \| S4 and D4		! scope="row" \| S4 and D4
	\| A delegating style is needed when the person are already motivated, very experienced and confident in their work. Here the leader trusts this person to leverage of his/her base of experience to complete the project. ~~[SLRelevant]~~ \|\|		\| A delegating style is needed when the person are already motivated, very experienced and confident in their work. Here the leader trusts this person to leverage of his/her base of experience to complete the project. \|\|
	\|}		\|}

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	Once those questions have been answered, the project manager should be able to group his team into different development levels and pick his leadership style accordingly. The leader determines a leadership style as a function of directive or supporting behaviour. When the manager has acknowledged the development level of a team ~~memeber~~, he has to be mindful of the fact that the persons experience and knowledge will evolve with time. Therefore, the manager has to be flexible and observant for his team’s development. From Blanchards book about the One-Minute Manager <ref name="OneMinuteManager4"/>, he suggests that when diagnosing and matching styles with development levels, one should consider the following agreement statements:		Once those questions have been answered, the project manager should be able to group his team into different development levels and pick his leadership style accordingly. The leader determines a leadership style as a function of directive or supporting behaviour. When the manager has acknowledged the development level of a team member, he has to be mindful of the fact that the persons experience and knowledge will evolve with time. Therefore, the manager has to be flexible and observant for his team’s development. From Blanchards book about the One-Minute Manager <ref name="OneMinuteManager4"/>, he suggests that when diagnosing and matching styles with development levels, one should consider the following agreement statements:
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	<ref name="verywellmind"> Kendra, C. (2020). The Situational Theory of Leadership. Retrieved 19 February 2021, from https://www.verywellmind.com/what-is-the-situational-theory-of-leadership-2795321 </ref>		<ref name="verywellmind"> Kendra, C. (2020). The Situational Theory of Leadership. Retrieved 19 February 2021, from https://www.verywellmind.com/what-is-the-situational-theory-of-leadership-2795321 </ref>

	<ref name="poorleader"> UKEssays. (November 2018). Poor Project Leadership And Lack Of Motivation Management Essay. Retrieved from https://www.ukessays.com/essays/management/poor-project-leadership-and-lack-of-motivation-management-essay.php?vref=1 <ref/>		<ref name="poorleader"> UKEssays. (November 2018). Poor Project Leadership And Lack Of Motivation Management Essay. Retrieved from https://www.ukessays.com/essays/management/poor-project-leadership-and-lack-of-motivation-management-essay.php?vref=1 </ref>

Stefaniaosk at 22:28, 28 February 2021

2021-02-28T22:28:31Z

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	The theory suggests that effective leadership is dependent on two behaviours: '''Supporting''' and '''Directing'''. Directing behaviours give directions, instructions and control the behaviour of team members while supporting behaviour include actions like encouraging, listening, and giving attention and feedback		The theory suggests that effective leadership is dependent on two behaviours: '''Supporting''' and '''Directing'''. Directing behaviours give directions, instructions and control the behaviour of team members while supporting behaviour include actions like encouraging, listening, and giving attention and feedback
	<ref name="verywellmind"/>.		<ref name="verywellmind"/>.

			According to Ken Blanchards website, research shows that employees need different styles of direction and support depending on their development level of competence and commitment. However, about 54% of managers only use one leadership stile, no matter the situation <ref name="KenBlanchardWeb"/>.

			''"Great leaders give their people what they need, when they need it. That means having authentic converstations that empower. Caring about their growth. Being their champion. Seeing their promise."'' <ref name="KenBlanchardWeb"/>

	=== Leadership Styles ===		=== Leadership Styles ===
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	[[File:LeadershipStyles.png\|thumb\|right\| 280px\|Figure 1: Situational Leadership framework (own figure based on The Situational Leadership Model II <ref name="KenBlanchardWeb"/> )]]		[[File:LeadershipStyles.png\|thumb\|right\| 280px\|Figure 1: Situational Leadership framework (own figure based on The Situational Leadership Model II <ref name="KenBlanchardWeb"/> )]]

	Figure 1 shows how the different leadership styles is placed depending on its behavior. X-axis shows the degree of Directive Behavior that the leader must exhibit with each style of leadership, while the Y-axis shows the degree of Supportive Behavior.		Figure 1 shows how the different leadership styles is placed on the graph depending on its behavior.The X-axis shows the degree of Directive Behavior that the leader must exhibit with each style of leadership, while the Y-axis shows the degree of Supportive Behavior.

	<li> '''S1 Directing'''		<li> '''S1 Directing'''
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	=== Development Levels ===		=== Development Levels ===
	~~VANTAR HER~~		The development levels are the levels which a person is categorised into based upon two factors, competence and commitment. Competence is a function of demonstrated knowledge and skills that is learned through time, while commitment is a combination of confidence and motivation <ref name="OneMinuteManager3"/>.

	<li> '''D1 - Enthusiastic Beginner'''		<li> '''D1 - Enthusiastic Beginner'''
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	<li> '''D2 - Disillusioned Learner'''		<li> '''D2 - Disillusioned Learner'''
	This type of an employee has low to some competence and confidence, meaning that he knows what he is supposed to be doing, but still lacks the confidence. Now the enthusiastic beginner is a disillusioned learner where he has gained more skills and knowledge about the project, but still ~~want~~ to know all about the whats, hows, and whys <ref name="OneMinuteManager3"/>.		This type of an employee has low to some competence and confidence, meaning that he knows what he is supposed to be doing, but still lacks the confidence. Now the enthusiastic beginner is a disillusioned learner where he has gained more skills and knowledge about the project, but still wants to know all about the whats, hows, and whys <ref name="OneMinuteManager3"/>.
	<li> '''D3 - Capable but Cautious'''		<li> '''D3 - Capable but Cautious'''
	The capable but cautious contributor has demonstrated some competence and experience, but lack confidence in doing that project alone <ref name="OneMinuteManager3"/>.		The capable but cautious contributor has demonstrated some competence and experience, but lack confidence in doing that project alone <ref name="OneMinuteManager3"/>.
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	[[File:SDmatch.jpg\|\|Figure 2: Matching Leadership Styles and Development Levels (own figure based on The Situational Leadership Model II <ref name="KenBlanchardWeb"/>]]		[[File:SDmatch.jpg\|\|Figure 2: Matching Leadership Styles and Development Levels (own figure based on The Situational Leadership Model II <ref name="KenBlanchardWeb"/>]]

	The Situational Leadership Model has been designed in a way so that the leader can remember easily which styles match with what level. The following table shows how the model matches different types of leadership styles with development levels and why that is <ref name="OneMinuteManager4"/>.		The Situational Leadership Model has been designed in a way so that the leader can remember easily which styles match with what level. The following table shows how the model matches different types of leadership styles with development levels and an explanation on why that is <ref name="OneMinuteManager4"/>.

	{\| class="wikitable" style="width: 70%; height: 14em;"		{\| class="wikitable" style="width: 70%; height: 14em;"
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	\|- style="height: 7em;"		\|- style="height: 7em;"
	! scope="row" style="width: 7em;" \| S1 and D1		! scope="row" style="width: 7em;" \| S1 and D1
	\| A directing style is ~~a suitable match when a decision has to be made quickly and the stakes are high. It is also~~ suitable for ~~when~~ a ~~follower~~ with little work experience for a specific project, but you as a manager see a lot of potential in. ~~Directing~~ is ~~therefore also~~ suitable for inexperienced employees that the manager thinks have the potential to be self-directed~~. Therefore, S1 applies well with D1 since D1 has commitment but lacks competence and therefore the leader needs to provide direction~~. \|\|		\| A directing style is suitable for a person with little work experience for a specific project, but you as a manager see a lot of potential in. In other words, it is suitable for inexperienced employees that the manager thinks have the potential to be self-directed. \|\|
	\|- style="height: 7em;"		\|- style="height: 7em;"
	! scope="row" \| S2 and D2		! scope="row" \| S2 and D2

Stefaniaosk: /* How to identify a suitable leadership style */

2021-02-28T22:09:12Z

How to identify a suitable leadership style

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	=== How to identify a suitable leadership style ===		=== How to identify a suitable leadership style ===


	When project managers begin applying situational leadership, the first step is to identify the project and the person that is responsible to perform it. When that has been established, the project manager answers the following questions <ref name="SLrelevant"/>:		When project managers begin applying situational leadership, the first step is to identify the project and the person that is responsible to perform it. When that has been established, the project manager answers the following questions <ref name="SLrelevant"/>:
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	Once those questions have been answered, the project manager should be able to group his team into different development levels and pick his leadership style accordingly. When the manager has acknowledged the development level of a team memeber, he has to be mindful of the fact that the persons experience and knowledge will evolve with time. Therefore, the manager has to be flexible and observant for his team’s development. From Blanchards book about the One-Minute Manager <ref name="OneMinuteManager4"/>, he suggests that when diagnosing and matching styles with development levels, one should consider the following agreement statements:		Once those questions have been answered, the project manager should be able to group his team into different development levels and pick his leadership style accordingly. The leader determines a leadership style as a function of directive or supporting behaviour. When the manager has acknowledged the development level of a team memeber, he has to be mindful of the fact that the persons experience and knowledge will evolve with time. Therefore, the manager has to be flexible and observant for his team’s development. From Blanchards book about the One-Minute Manager <ref name="OneMinuteManager4"/>, he suggests that when diagnosing and matching styles with development levels, one should consider the following agreement statements:
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Stefaniaosk: /* How to identify a suitable leadership style */

2021-02-28T22:06:13Z

How to identify a suitable leadership style

← Older revision		Revision as of 22:06, 28 February 2021
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	Once those questions have been answered, the project manager should be able to group his team into different development levels and pick his leadership style accordingly. When the manager has acknowledged the development level of a team memeber, he has to be mindful of the fact that the persons experience and knowledge will evolve with time. Therefore, the manager has to be flexible and observant for his team’s development. From Blanchards book about the One-Minute Manager <ref name="OneMinuteManager4"/>, he suggests that when diagnosing and matching styles with development levels, one should consider the following agreement statements:		Once those questions have been answered, the project manager should be able to group his team into different development levels and pick his leadership style accordingly. When the manager has acknowledged the development level of a team memeber, he has to be mindful of the fact that the persons experience and knowledge will evolve with time. Therefore, the manager has to be flexible and observant for his team’s development. From Blanchards book about the One-Minute Manager <ref name="OneMinuteManager4"/>, he suggests that when diagnosing and matching styles with development levels, one should consider the following agreement statements:
	<br>		<br>
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	<li> '''D1 matched with S1:''' ''“Since you haven’t done this before, would it be helpful if I provided you with some direction, resources, and information?” ''		<li> '''D1 matched with S1:''' ''“Since you haven’t done this before, would it be helpful if I provided you with some direction, resources, and information?” ''