Kennards July eKourier

PROFESSIONAL DEVELOPMENT PROFESSIONAL DEVELOPMENT

THE SITUATIONAL LEADER

A Situational Leader employs one of four leadership styles that provide him or her with the highest probability of success in every situation they encounter. Those situations are a function of the task that needs to be performed, in conjunc- tion with the task-related ability and willingness of the Team Member identified to perform it.

Based on the objective assessment of those parameters, and with the respon- sibility of successfully and effectively influencing the follower, the leader responds to the situation with one of four Leadership Styles. Those styles are operationally defined by Task/Directive Behaviour and Relationship/Supportive Behaviour: • Task/Directive Behaviour – the extent to which the leader tells the follower what to do, how to do it, where it needs to be done and when it needs to be completed. • Relationship/Supportive Behaviour – the extent to which the leader engages in open dialogue with the follower, actively listens and provides recogni- tion/reinforcement for task-related progress. • Style 1 or a Telling Leadership Style, is characterised by the leader using moderate to high amounts of Task Behaviour and moderate to low amounts of Relationship Behaviour. The leader makes decisions surrounding the timely completion of the task and provides the follower with the benefit of his/her experience in that regard. The flow of communication is from the leader to the follower. Questions posed by the leader are typically focused on clarity (.e.g. “Do you have any questions on the instructions we’ve just reviewed?”).

still maintains decision rights regarding what the follower needs to be doing, how they should be doing it and when it needs to be completed, but that structure is provided in combination with ample opportunity for discus- sion of why the task is important and where it fits into the overall scheme of operation. The leader also actively recognises the enthusiasm, interest and commitment of the follower for learning and gaining task-related experience. • Style 3 or a Participating Leader- ship Style, is fundamentally different from Styles 1 and 2 in that it is “follower driven” as opposed to “leader driven.” As such, it depicts an approach that is high on Relationship Behaviour but low on Task Behaviour. In that context (and from the leader’s perspective), the follower has the ability to perform the task in question at a sustained and acceptable level but lacks either the confidence or the motivation/commit - ment to do so. STYLE 3: SUPPORTING or COLLABORATING

"Hi Shona, That was a short good bye, but who knows what I'll do in the long term, might need storage again one day... Thanks for the very good customer service, excellent and friendly service every year when I popped in; and over the phone when I was away. Just wanted to do what I normally do and leave a review but don't have a Google account. So am happy for you to use this email. All the best for you and the business." Anja "To Whom It May Concern, Good morning, I recently had urgent need of storage in Palmerston North NZ. Your management staff, Shona Kitchen and Paul, I would like to commend for their commit- ment to company policy and customer service. Paul helped my daughter lift boxes too heavy for her to manage into our storage unit. We greatly appreciated this help and his commitment to service by declining all grateful 'tips'. Manage- ment Teams such as these two have proved themselves to be invaluable by their attitude and helpfulness to be splendid ambassadors of your company and your Brand." Dawn and Chantal "Great Team of people working at Kennards Port Melbourne! My business had two units here that we run e-commerce platforms out of. They were accomodating, and were always able to help us out with any requests, thanks for everything guys!" Dominique

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STYLE 2: COACHING or EXPLAINING • Style 2 or a Coaching Leader- ship Style, describes a leadership approach that is high on both Task and Relationship Behaviour. The leader a complex game that requires g several variables, like histor- mand, elasticities, prices, ality, trends, demographics, tures, days on market, length competitive data, and many that a single person (or even an STYLE 4: DELEGATING or MONITORING cal portion but a great deal of tanding our customers and rket, trial and error, heaps of y, adaptability, daily judgment nstantly taking controlled risks. ective of R venue M n - not to increase occupancy, to push rates. It is finding the alance between the two of them mise revenues. Yes, m xim se es! • Style 4 or a Delegating Leader- ship Style, is another “follower-driven” leadership approach that is character- ised by low amounts of both Task and Relationship Behaviour. The follower can perform the task at a sustained and acceptable level and is both confident and motivated to do so. Wayne Brown Training & Development Manager

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