During the Covid-19 pandemic, with greater numbers of people working remotely, how do you continue to support their wellbeing and continuous professional development during, and beyond, the pandemic?
GBS Corporate Training has a broad range of digitally delivered, short courses available immediately which can be completed via webinar in the safety of your employee’s home. The range is expanding daily to meet the specific needs of our learning and development partners.
Thursday, 15th June 2017
By, GBS Corporate Training
#Leadership #SituationalLeadership #Success @gbscorporate
Have you ever thought about how ready your staff are for your leadership and the style you should adopt to motivate their best performance?
Employee readiness is also described as maturity. Within the context of Situational Leadership®, readiness is determined as the capability and motivation of an employee towards a given task. Their capability and motivation are calculated by considering the following:
Capability is determined by:
Motivation is determined by:
For a Leader to be effective, it is necessary to identify the readiness level of an employee and then apply the most appropriate leadership style, which helps in achieving the desired business objectives. A good situational leader must be able to consider both the organisational task at hand, but also the readiness and well-being of their staff.
“The Situational Leadership® Model provides leaders with an understanding of the relationship between an effective style of leadership and the level of readiness followers exhibit for a specific task”.
According to the theory, a Leader must always base their relationships with their employees on three essential points:
The Situational Leadership® model recognises four different readiness levels - these are used for understanding the maturity of the people the Leader has to manage. These levels are:
Readiness 1: An employee who does not have the right knowledge or skills for the role/job, and often lacks willingness to finish tasks
Readiness 2: An employee who is willing to finish the tasks, but who doesn’t have the knowledge or skills required to do so
Readiness 3: An employee who has the right knowledge or skills for the role/job, but who lacks the willingness to take responsibility and/or finish the tasks
Readiness 4: An employee who is willing to finish the task and take responsibility, and who is extremely skilled and knowledgeable
A good Leader must be able to manage and pick out the different readiness levels of their employees. They can then tell each individual’s ability to achieve their tasks and the commitment they show towards completing these tasks.
“The greatest Leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things."
Situational Leaders help employees grow and develop by using high-probability leadership styles for each level of Performance Readiness, e.g. ‘Telling and Directing’ through to ‘Delegating’. This translates to accelerated individual development and the achievement of desired results for the Business, the Manager and the Individual.
GBS provides a series of Situational Leadership® training courses related to different applications of the model. We help Leaders to learn to appropriately balance their task direction with proper relationship behaviour, which helps to maintain high levels of consistent performance across team members.
“Situational Leadership®: Building Leaders” is our two-day, instructor-led workshop that emphasises active learning through application-based activities and participant interaction to ensure learner engagement in the classroom.