Situational leadership

Program description

1. The meaning of activity as a motivating force

• Self-organization of a manager. Features of the organization of the work of subordinates;
• Reaction of the subordinate to the order of the head;
• Types of subordinates in the manager’s view;
• Meaning of activity as a motivating force.

2. Fundamentals of management

• Basic functions of management;
• Key focus of each function;
• 4 roles of a manager. Formula of strength;
• Difference between a manager and a specialist. Circle of responsibility;
• Requirements for a manager. Self-analysis and self-development plan.

3. Situational management

• Manager’s behavior: work and relationships;
• The influence of the situation on the behavior of the manager;
• Paul Hersey and Ken Blanchard’s management model;
• 4 styles of interaction. Features of each style;
• Flexibility in the choice of style – the basis of effective leadership.

4. Levels of “maturity” of subordinates

• Levels of readiness of a subordinate to fulfill a certain task;
• Competence and loyalty as elements of preparation of a subordinate to fulfill a task;
• Determining the level of “maturity” of a subordinate;
• 4 levels of “maturity” of subordinates;
• Features of interaction with subordinates of each level;
• Correspondence of style to the level of subordinate’s readiness to work;
• 4 categories of employees. How to determine the “maturity” levels of each category;
• Application of the situational leadership model in practice.

5. “Accurate and on time”

• Task management;
• Rules for setting the task;
• Rules of task acceptance;
• Features of task completion.

As a result of the program you will be able to:

• Evaluate and accurately identify the management situation at hand;
• Recognize an employee’s degree of readiness to perform a task;
• Manage your styles, selecting them depending on the complexity of the task, the characteristics of the subordinate and the environment;
• Clearly plan and effectively organize their work and the work of their subordinates;
• Identify steps to improve the efficiency and effectiveness of the subordinate’s work;
• Select employees and assign responsibilities to them to accomplish specific tasks and solve problems that arise;
• Monitor and analyze the process of performing the assigned task and assist the subordinate when the situation requires it;
• Take adequate measures to resolve problem situations with subordinates;
• To increase competence and enthusiasm in the team, to combat uncertainty and indifference of employees.