The document discusses four leadership styles from the Situational Leadership 2 method: directing, coaching, assisting, and delegating. It provides examples of when each style would be employed with a team member and how the leader would apply that style. For instance, directing would be used with a new team member who needs training, where the leader provides clear instructions. Coaching is for a member needing help in areas, where the leader mentors and provides feedback. Assisting is when a member lacks commitment but has skills, so the leader fosters a supportive environment. Delegating involves assigning a project to a competent, committed member and allowing them autonomy.
The document discusses four leadership styles from the Situational Leadership 2 method: directing, coaching, assisting, and delegating. It provides examples of when each style would be employed with a team member and how the leader would apply that style. For instance, directing would be used with a new team member who needs training, where the leader provides clear instructions. Coaching is for a member needing help in areas, where the leader mentors and provides feedback. Assisting is when a member lacks commitment but has skills, so the leader fosters a supportive environment. Delegating involves assigning a project to a competent, committed member and allowing them autonomy.
The document discusses four leadership styles from the Situational Leadership 2 method: directing, coaching, assisting, and delegating. It provides examples of when each style would be employed with a team member and how the leader would apply that style. For instance, directing would be used with a new team member who needs training, where the leader provides clear instructions. Coaching is for a member needing help in areas, where the leader mentors and provides feedback. Assisting is when a member lacks commitment but has skills, so the leader fosters a supportive environment. Delegating involves assigning a project to a competent, committed member and allowing them autonomy.
The document discusses four leadership styles from the Situational Leadership 2 method: directing, coaching, assisting, and delegating. It provides examples of when each style would be employed with a team member and how the leader would apply that style. For instance, directing would be used with a new team member who needs training, where the leader provides clear instructions. Coaching is for a member needing help in areas, where the leader mentors and provides feedback. Assisting is when a member lacks commitment but has skills, so the leader fosters a supportive environment. Delegating involves assigning a project to a competent, committed member and allowing them autonomy.
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The Situation Leadership 2 method contends that influential leaders can identify their followers'
requirements and then modify their leadership style accordingly. Here are some scenarios in which I would employ the leading techniques of directing, coaching, assisting, and delegating to develop high- performing leadership teams.
Directing: This leadership style applies when a new team member joins and needs assistance in their present position since they need more training or experience. To ensure the new employee feels confident and at ease doing their work to fulfill performance requirements, the leader can give thorough instructions, explain the processes, and offer support. In this situation, as a leader, I would provide clear instructions and direction to help others grasp their duties.
Coaching: The team leader mentors when a team member has some experience but needs help in particular areas. The goal is to boost the team member’s performance. As a team member's leader, I would serve as a coach to help them develop their abilities and boost their performance. I would provide the team members with constant feedback throughout the coaching process to highlight the good and the issues to assist them in developing their abilities and confidence.
Supporting: When a leader works with a team member who lacks commitment or confidence yet succeeds in job competencies, they use this leadership style. In this case, the team members can benefit from the leader's supporting attitude to assist them in developing their confidence and keeping up their motivation. As a leader, I would foster a friendly and cooperative environment where team members feel at ease asking for assistance and exchanging ideas. I also suggest or offer the required help, resources, and direction to aid the team members in succeeding.
Delegating: A team member with strong competence and commitment levels would be a good fit for this leadership position. These leaders put their team members' abilities to take responsibility for their work and make decisions on their own. As a team leader, I would assign a project to a team member with the required qualifications. I would give a team member a project with a defined objective, due date, and resources and trust them to make decisions and complete the project.
References Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). SAGE Publications. Oedekoven, O. O., Lavrenz, J., & Robbins, D. (2018). Leadership essentials: Practical and proven approaches in leadership and supervision. Peregrine Leadership Institute.
