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Lead People, Manage Performance

Leadership is an action, not a word

- Richard P. Cooley

Kathy Muller

ICED, Inc.


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Objectives

Participants will be able to:

Determine your primary leadership style.

Distinguish between manager and leadercompetencies.

Diagnose employee development

level for a given goal or task. Adjust your style of interaction to

employee readiness for the task.


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Why Lead vs. Manage People?

Higher employee satisfaction

Improved employee productivity and

performance

Higher customer satisfaction

Increased profitability

Increased sales


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Manager vs. Leader Competencies

Refer to Manager vs. Leader Competencies

Select at least 3 leader traits you do well

Identify 3 5 areas to focus on forprofessional development

Discussion questions (in teams)


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Contingency Leadership Model

Contingency, or situational/adaptiveleadership is the ability to adjust leader styleand behaviors to match the needs of theemployee. It is based on three key points:

The amount of direction (task behavior) a leadergives,

The amount of relationship supporta leader provides, and

The readiness level of the employee.


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Task behavior is the extent to which aleader engages in one-way communicationby explaining what each follower is to do, aswell as when, where, and how tasks are tobe accomplished.


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Relationship behavior is the extent towhich a leader engages in two-waycommunication by providing support orpsychological strokes and facilitatingbehaviors.


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Readiness is the ability and willingness of aperson to take responsibility for directingtheir own behavior in relation to a specifictask to be performed.


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The Four (D)evelopment Levels

D1 Low Competence/High Commitment

D2 Some to Low Competence/Low

Commitment D3 Moderate to High Competence/Variable

Commitment

D4 High Competence/HighCommitment


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D1

D2D3

D4


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D1 The Eager Beginner

Low competence and high commitment

New and/or unskilled

Enthusiastic

Inexperienced

Hopeful, curious


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D2 The Frustrated Learner

Low to some competence and low commitment

Flashes of competence

Overwhelmed

Disillusioned

Demotivated


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D3 The Capable (but Cautious)Performer

Moderate to high competence and variablecommitment

Capable

Usually competent, contributing Cautious/Insecure


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D4 The Self-Directed Achiever

High competence and high commitment

Consistently competent

Self-assured

Expert

Inspires others


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Leadership Styles

Your leadership style is how you behavewhen you are trying to influence theperformance of others. It is the way you

supervise or work with someone.

There are four leadership styles:

Directing

Coaching

Supporting

Delegating


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The Four Leadership (S)tyles

D1

D2D3

D4

S2

S1

S3

S4


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The Four Leader (S)tyles

S1 Directing

High task/Low relationship leader behavior

Specific direction

Tracks performance

Frequent feedback

Leader makes decisions


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Like this presentation and want toknow more? Contact me, Kathy

Muller, Training & Development @[email protected]

281.256.4324


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Credits & Resources

Ashley, Susan, SIA Consulting. LeadershipDevelopment. ASTD-ISPI professionaldeveloment event, June 2005

Blanchard, Ken; Zigarmi, Drea; Zigarmi,Patricia. Leadership & the One-MinuteManager. 1985. William Morrow

& Co., Inc., New York, NY


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Credits & Resources

Effective Staff Communication & FacingChallenges/Celebrating Triumphs. NCCAConference session, March 2005

Hart, Lois B.; Waisman, Charlotte S. TheSorts of Leadership. ASTD T+D magazine,March 2005

Leadership Matrix (adapted).www.nwlink.com/~donclark/leader/matrix.html


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Credits & Resources

Leading & Managing for Superperformance.ASTD-ISPI joint meeting, May 2004

Learn How to Bring Out the Best in YourTeam Members by Bringing Out the Best inYour Leadership Ability. AmericanManagement Association.

www.amanet.org/editorial/blanchard.htm


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Credits & Resources

McCullough, Bambi, Chrysallis Partners.The Challenges in Leading. ASTD Houstonpresentation, April 2005.

Situational Leadership: Conversations withPaul Hersey. 1997. Mid-American Journalof Business, Volume 12, Number 2


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Suggested Reading

Coach Anyone About Anything:, GermainPorche & Jed Nederer

The Practical Coach: Management Skills forEveryday Life, Paula J. Caproni

Successful Manager's Handbook: DevelopYourself, Coach Others, Gebelien,

Skede, Lee & Stevens


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Suggested Reading

The Leadership Pipeline, Ran Charan,Stephen Drotter, James Nel

The Art of Making Decisions, ErrolWirasinghe, PhD.

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