SHRL 2023 Lecture 4 (1).pdf

Course Title: Strategic HR and Leadership (SHRL) Seminars in Management (SIM) M Adeel Anwer HR and Management Professional 13th September 2024 Week 4: Situational Leadership and S...

Course Title: Strategic HR and Leadership (SHRL) Seminars in Management (SIM) M Adeel Anwer HR and Management Professional 13th September 2024 Week 4: Situational Leadership and Stakeholders Analysis SHRL/SIM by Adeel Anwer 1 Agenda Leadership in Practice Stakeholder Analysis Situational Leadership SHRL by Adeel Anwer 2 Peter Block – stakeholder analysis Peter Block, in “The Empowered Manager”, uses this model as a way of describing five different kinds of relationships and suggests detailed and thought provoking advice on differing strategies for dealing with each relationship. The diagram has immediate relevance for many leadership scenarios including negotiating and implementing change strategies. One reason why Block’s model is so powerful is that it emphasizes the political relationships that exist within organizations; paying attention to the political aspects of a change initiative is often vital for success. SHRL by Adeel Anwer 3 Stakeholder analysis: Trust Allies (high agreement / high trust) Allies both trust you and agree with you. Check in with them to ensure that they’re on board but spend the bulk of your time focusing on other groups Opponents (low agreement/high trust) Opponents trust you, they just don’t agree with you at this moment. This is a group that could be persuaded SHRL by Adeel Anwer 4 Stakeholder analysis: Agreement Bedfellows (high agreement/low trust) Bedfellows agree with you but either you don’t trust them or they don’t trust you. Good strategies can make them Allies, but it’s an uneasy relationship Adversaries (low agreement/low trust) Maybe you can move some of your adversaries to a different place in the grid. Very difficult but not impossible. Fence sitters: low trust and really can’t decide if they like the plans or not. Neither friend nor adversary they are worth negotiating with by asking; ‘exactly what is it that’s stopping you’? Can be influenced by good leadership. SHRL by Adeel Anwer 5 Situational Leadership “Effective leaders need to be flexible, and must adapt themselves according to the situation.” Paul Hersey and Kenneth D4 D3 Moderate to D2 D1 Blanchard High Competence ---------------- High Competence ------------------ Low to Some Competence ----------------- Low Competence ---------------- High Variable Low High Commitment Commitment Commitment Commitment DEVELOPED DEVELOPING SHRL by Adeel Anwer 6 Collaborating with stakeholders: SLII® 3 skills of a Situational Leader Diagnose, be flexible, 1.Diagnosis partner to build 2.Flexibility 3.Partnering for Performance Commitment (trust) and Competence (agreement) D4 D3 D2 D1 Moderate to High High Low to Some Low Competence Competence Competence Competence ---------------- ------------------ ----------------- ---------------- High Variable Low High Commitment Commitment Commitment Commitment DEVELOPED DEVELOPING © The Ken Blanchard Companies SHRL by Adeel Anwer 7 Three Skills of Situational Leader ◦ Diagnosis – assessing developmental needs ◦ Identify needs and characteristics of four levels of development; D1, D2, D3 or D4 ◦ Determine needs for direction and support; S1, S2, S3, or S4 ◦ Flexibility – using a variety of leadership styles comfortably ◦ Use all 14 directive and supportive leadership behaviors ◦ Use all four leadership styles ◦ Adjust leadership style when competence or commitment increases or decreases ◦ Be perceived as flexible and effective ◦ Partnering for Performance – reaching agreements with others about the leadership style they need ◦ Use the common vocabulary of SLII® ◦ Skillfully use One-on-Ones ◦ Be able to Partner for Performance ◦ Resolve disagreements about development level ◦ Use Coaching for Impact SHRL by Adeel Anwer 8 The Four Development Levels D1 – The Enthusiastic Beginner 1. What is the specific goal or task? 2. How strong or good are the individual’s demonstrated task D2 – The Disillusioned Learner knowledge and skills? 3. How strong or good are the D3 – The Capable, but Cautious, Performer individual’s transferable skills? 4. How motivated, interested, or D4 – enthusiastic is the individual? The Self-Reliant Achiever 5. How confident/self-assured is the individual? SHRL by Adeel Anwer 9 Development Level & Style descriptors D1 D2 Hopeful Overwhelmed S1 Inexperienced Defining Confused S2 Curious Planning/prioritizing Exploring asking Demotivated Orienting Explaining/clarifying New/unskilled Teaching, showing, and Demoralized Redirecting Optimistic telling how Sharing feedback Frustrated Checking/monitoring Encouraging Excited Giving feedback Disillusioned Praising Eager Discouraged Enthusiastic Flashes of competence SHRL by Adeel Anwer 10 Development Level & Style descriptors D3 D4 Self-critical Justifiably confident Cautious S3 Consistently competent S4 Doubtful Asking/listening Reassuring Inspired/inspires others Allowing/trusting Capable Facilitating self-reliant Confirming Expert Empowering Contributing problem-solving Collaborating Autonomous Affirming Insecure Encouraging feedback Acknowledging Self-assured Challenging Tentative/unsure Appreciating Accomplished Bored/apathetic Self-reliant/self-directed SHRL by Adeel Anwer 11 Situational Leadership In a nutshell, situational leadership theory tells us that the most successful leaders are those who can match their leadership styles to the development needs of each person they lead in a particular situation, to D4 D3 Moderate to D2 D1 High High Low to Some Low achieve a common goal. Competence ---------------- High Competence ------------------ Variable Competence ----------------- Low Competence ---------------- High Commitment Commitment Commitment Commitment DEVELOPED DEVELOPING SHRL by Adeel Anwer 12  Objective Leaders - Leadership is the People influencing process Followers Leadership between leaders and followers to achieve organizational objectives through change. Influence Change SHRL by Adeel Anwer 13 Building blocks of Leadership Skills are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities. Decision It involves critical thinking, using a rational process, analyzing alternatives, and attempting to maximize positive outcomes for the organization. conceptual, Making diagnostic, analytical, critical-thinking, quantitative reasoning, and time management skills, as well as the ability to be creative, perceive trends, anticipate Skills changes, and recognize problems and opportunities. involve the ability to understand, communicate, and work well with Interpersonal individuals and groups through developing effective relationships. communicating, teamwork, power, politics, negotiating, networking, Skills motivating, conflict, diversity, and ethical skills involve the ability to use methods and techniques to perform a task. Technical Skills/ Business Knowledge about methods, processes, procedures, and techniques, and the ability to use tools and equipment to perform a task Skills SHRL by Adeel Anwer 14 SHRL by Adeel Anwer 15  Levels of Analysis of Leadership Theory The three levels of analysis of leadership theory are individual, group, and organizational. Most leadership theories are formulated in terms of processes at only one of these three levels. Individual Level of Analysis The individual level of analysis of leadership theory focuses on the individual leader and the relationship with individual followers. The individual level can also be called the dyadic process. There is an implicit assumption that leadership effectiveness cannot be understood without examining how a leader and follower influence each other over time. Group Level of Analysis The second level of analysis of leadership theory focuses on the relationship between the leader and the collective group of followers. This level is also called group process. Group process theories focus on how a leader contributes to group effectiveness. Extensive research on small groups has identified important determinants of group effectiveness. Organizational Level of Analysis The third level of analysis focuses on the organization, and is also called organizational process. Individuals and teams contribute to organizational success. Organizational performance in the long run depends on effectively adapting to the environment and acquiring the necessary resources to survive. SHRL by Adeel Anwer 16 Note that the individual is placed at the bottom of the triangle because group and organizational performance are based on individual performance. It has been said that an organization is the sum of all of its individual transactions. Depending on the size of the group and organization you work for, your individual performance may influence the performance of the group and organization positively or negatively. SHRL by Adeel Anwer 17