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Kenneth Blanchard and Paul Hersey’s situational leadership model tells us that managers could use different leadership styles depending on the situation. Traditionally the model allows you to analyse the situation that you’re in and then use the leadership style that is most appropriate. Effective leaders are versatile – they are able to move around the matrix in accordance with the situation.
Blanchard and Hersey said that the leadership style must correspond to the development level of the follower – it is the leader who should adapt.
It can very quickly give you an insight in to your own and an individual’s soft skills, work role preferences, enterprise skills, and perhaps most importantly in getting the most out of your staff - how they like to learn. Without a tool like Self Awareness building highly effective teams can take a great deal of time and will depend on the skill of the leader and of course those members who make up the team. As with all academic models, there are both strengths and weaknesses of Blanchard and Hersey’s model. A problem incurred not just by Blanchard and Hersey but by other leadership models too is the failure to distinguish between leadership and management.
Enabling individuals to transition from responsiveness to responsibility encourages initiative, idea generation, and problem solving. Our two-day program is designed to create and foster self empowerment and engaged leaders at all levels of the organization. Individuals seeking to maximize their effectiveness, potential, and power while gaining confidence and skills to create a path to high performance. The use of this material is free for self-development, developing others, research, and organizational improvement. Executive board and senior management adviser Tom Cummings provided some insights on these questions during a two-hour interactive session on leadership during the MBA Homecoming Day. But leadership is above all about making contact with the other and engaging with values that you genuinely care about.

Trying to list all the things that are required of leaders today is nothing short of terrifying. They have to be competent, empathetic, goal oriented, decisive, strategic… In short, the ideal leader is a lot like Superman. From this perspective, they look at the situation today and draw the lines to the future that they have in mind.
Anyone can develop leadership skills; it’s a matter of training yourself in the art of balance. Reframing is a way of looking at new situations and giving them a measure of coherence, and thus a new balance.
Therefore, contextual leadership in the first instance is about internalising values and norms.
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Clipping is a handy way to collect and organize the most important slides from a presentation. Also, your style is likely to change depending on the competences and commitment levels of your staff and so from person to person. For example, a person could be very skilled and motivated in one part of their job but less competent in another. This is where a tool like the Self Awareness diagnostic can really help and speed up the process. Our unique diagnostic allows individuals to understand and develop their soft skills, which employers really value. As so often is the case, what is referred to as a leadership style is, in reality, a management one. The confidence an individual gains from this type of empowerment grows leaders and drives high performance.

Participants learn strategies to gain more satisfaction from their work by challenging their notion of leadership,  examine what motivates them, and build confidence and self-reliance through knowledge and skills. Direct reports of a leader who wants and needs their employees to become more self-reliant. In this style of leadership, you find solutions in relation to other aspects and you learn about yourself through your reflection with others.
By taking a ‘helicopter view’ without getting caught up in the details, and by thinking outside the box to come up with new possibilities. By developing a strong awareness of what is really important to you and putting this into practice as a leader. He operates as a creative partner, designer and process facilitator for strategic visions, company performance and leadership development programmes. You might lead the same person in one way in one situation and another way in a different situation. However, leaders tend to have a preferred style and in applying situational leadership it is important to know which one is right for you.
To develop individuals to reach their full potential you need to know what makes them tick. Its underlying power comes from your continued engagement; how you personally make the connection with things that are bigger than yourself. He is involved with various successful business ventures and networks, such as Cambridge Energy Research Associates, Leading Ventures, the European Climate Foundation and The Global Alliance for Banking on Values.
At present he is also a member of the Raad van Progressio Foundation and an adviser to the Tallberg Foundation, an action learning network to involve global leaders in human development and sustainability projects in Africa.

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situational self leadership training

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