Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. MOR Associates offers a proven approach to building leaders that combines feedback, individual development goals, one-on-one coaching, workshop instruction, and applied learning. Though the great majority of participants are managers and directors, organizations occasionally enroll senior leaders or high potential individual contributors. An example of a multi-organization MOR Leadership Program would be the MOR IT Leaders Program. Besides being tuned to the needs of senior leaders, the Advanced Leaders Program is distinguished by always being a multi-organization, cross-organizational program. The Emerging Leaders Program is geared toward individual contributors, technical leads, and front line managers who don't have direct reports, or, if they do, only one or two. The MOR leadership program experience is designed to be a potent force for building leadership communities in sponsoring organizations. Whether you are new to a leadership position, or been around the ring many times, (and have the battle scars to prove it!), having the situational leadership model in your tool bag of skills will be useful.
You will be more effective, at successfully bringing out the best in others, when you have the ability to flex your leadership style to suit the particular person and situation.
The Situational Leadership (SL) model, developed by Ken Blanchard and Paul Hersey in the late 1960s, has been used by millions of leaders around the globe. This person enjoys what they are doing, is highly competent and probably even teaching others the ropes. Once you have figured out the individual's level of competence and commitment, you then need to decide which style of leadership is needed for the task at hand. The leader is very task focused. Showing and Telling the person what to do, how to do it and when they need to be finished by.
Sometimes, you may toss in a little 'selling', especially if the person is moving toward one of the other quadrants and you want to help them to improve their competence levels.


The leader should be closely monitoring the team member's performance, making sure they are on the right track. In this quadrant the leader still gives a high degree of direction and is still the center of the universe for the team, and the individual.  They lead with their own ideas, however they are also explaining why things need to be done the way requested and seeking much more input from the team members. Two-way communication and support is increased, but control over decision-making remains with the leader. As a High Performance Leader, you make it very clear to your team members that you will try to reach agreements in all the Quadrants.
Leadership Styles• In 1930s, Kurt Lewin developed a leadership framework.• Leadership is influencing people — by providing purpose, direction, and motivation — while operating to accomplish the mission and improving the organization. Authoritarian or Autocratic This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Delegative (free reign) In this style, the leader allows the employees to make the decisions. Thousands of leaders from public, private, and non-profit organizations have realized significant, lasting benefits from our programs, and their organizations have benefited from the improved ability of these leaders to deliver results. For that to happen, people need to understand what leadership is and why it matters, they need to be able to recognize good leadership when they see it, and they need to experience exercising leadership for themselves. As the table indicates, the program is delivered at individual organizations or at multiple organizations that choose to collaborate by sending small groups to the program. Unlike the MOR Leadership Program, in which participants work on case studies based on past events, case studies in the advanced program are always based on real problems that the participants are working on. It provides the same overview of leadership that our other programs do, but it focuses a bit less on higher level leadership competencies, like strategic thinking and public communications, and focuses more on foundational skills, such as facilitating meetings and influencing without authority. Participants leave with a shared understanding of what leadership means, they acquire shared leadership skills, and they develop lasting personal and professional connections. It describes four primary styles of leadership - Directing, Coaching, Joining and Delegating.


However, the concept of changing and flexing your style, according to the needs of the individual in front of you, is an important part of your competence as a high performance leader. There is a more focus given to helping the person feel they are achieving, by getting the task done, and less on building the relationship - (the assumption is that the relationship is still in the 100 day honeymoon period!).
In order to build commitment and self-esteem, the leader considers more fully the feelings, ideas, and suggestions of team members. Managing a team at work, captaining sports team or leading a major corporation, leadership style is crucial to one's success. Only Quantity, No Quality This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it).
When you have the time and want to gain more commitment and motivation from your employees2. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. Another notable difference is that participating organizations typically enroll entire teams, whereas participants enrolled in our other programs are often the sole representatives of their work groups. The spirit of collaboration that is unleashed leaves participants hungering for more, and they often use their newly expanded networks to advance the work of the organization. So, a key point here is that you may need to use one or more styles of leadership with an individual on an given day. The person may be thinking of leaving. Inconsistent in their performance and unsure of the difference they make.



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