Leadership Check. for

Transcription

1 Leadership Check for Name: 1 Leadership Efficiency Check page 2 2 Concept of Situational Leadership page 3 page Telling page Selling page Participating page Delegating page 12 page 1 of 12

2 1 Leadership Efficiency Check Based on the case studies you have dealt with, your current leadership efficiency has been rated as follows: Fig. 1: Evaluation of Leadership Efficiency Interpretation of your Leadership Efficiency Rating Your current leadership behaviour has been evaluated as positive, but still shows clear potential for improvement. It can therefore be assumed that in your employee management, you do not take their levels of readiness, or maturity, into account sufficiently. You make an effort to facilitate the development of your employees, and allow them to become autonomous in performing their tasks. Your employees rarely feel under- or over-challenged. However, you are still in need of some support to develop your potential and thereby improve your l eadership efficiency. You are generally speaking well-suited to a managerial role. The following pages provide you with a detailed analysis of your leadership styles. page 2 of 12

3 The 12 case studies you have dealt with are based on the concept of Situational Leadership, and describe different degrees of readiness (R1 to R4). In selecting one of the four alternative solutions A to D, you have opted for one of the four styles of leadership (S1 to S4). For each degree of readiness (R1 to R4) there are three situations (= 12 case studies), meaning that there is a model solution with an ideal distribution of leadership styles (S1 to S4). For each answer which corresponds with the model solution, you receive three points. Fig. 3 shows the distribution of your personal leadership styles based on the responses you gave to the case studies. HIGH RELATIONSHIP BEHAVIOUR 4 5 DELEGATE PARTICIPATE S ELLING TELLING 1 2 LOW TASK BEHAVIOUR HIGH Fig. 3: Analysis of Leadership Styles page 8 of 12

4 3.1 Telling Your evaluation for the leadership style Telling shows a value of less than 3. When managers adopt a leadership style that is not sufficiently directive, the following problems often arise: The manager pays too little attention to details and to the process itself. Employees with a low degree of readiness do not receive sufficient training and induction, and remain poorly qualified. There is a danger that employees are over-challenged, and are expected to complete tasks independently too soon. Additionally, it is only partially possible for the manager to monitor processes properly and to assess the performance of the employee accordingly. Appropriate feedback (praise and criticism) can only be provided to a limited extent. It is only partially possible for a relationship of trust to develop between the manager and the employee. There is a danger that the employee cannot accomplish agreed objectives, or can only achieve them to a lesser extent. Check the maturity or readiness levels of your employees (is the employee able and willing to complete the task expect of him independently?). Avoid unnecessary discussions with employees who are not yet sufficiently ready. Communicate clearly what you expect of your employees in the long run. Intensify your monitoring activities of employees with a low degree of readiness. Become more involved in process workflows. page 9 of 12

5 Datum: 3.2 Selling Your evaluation for the leadership style S2 Selling shows a value of less than 3. The following developments can often be observed in managers who are not supportive enough in their leadership style: The communication between manager and employee is not sufficient. In these situations, employees often complain about a lack of information or communication, and are not in a position to be able to sufficiently understand the role of their tasks in the broader context of the company. The specialised preparation of the employees to gradually accept (partial) responsibility for tasks is inadequate. This results in the employees being over-challenged. A valid evaluation of the aptitude profile of the employee is only possible to a very limited extent. A trust-based relationship can only partially develop between the manager and the employee. Appropriate feedback on performance (praise and criticism) and checking whether an employee is suitable to be taken on following a probationary period are barely possible. There is a danger that agreed objectives cannot be accomplished, or that employees can only achieve them to a lesser extent. Intensify your communication with employees who are not yet able to fulfil their tasks independently (induction and training phase). Try to give your employees prompt and intensive feedback on their performance. Intensify your monitoring activities of employees with low degrees of readiness. Ensure that these employees are given intensive qualification measures. page 10 of 12

6 3.3 Participating Your evaluation of the leadership style S3 Participating shows a value greater than 3. The following problematic developments could arise as a result: The manager monitors employees with sufficient professional competence too closely. This prevents the employee from assuming responsibility and from acting autonomously. Massive demotivation and inner job resignation are very often the results. The manager acts excessively as a safety manager, who is too involved in processes. In this situation, employees tend to delegate tasks back to the manager and withdraw personality power from him in a very pronounced fashion. There is a danger that especially high performers leave the company, as they find themselves unable to utilise their potential satisfactorily. Check the maturity or readiness levels of your employees, and make a point of giving employees with higher levels of readiness more responsibility. Promote an open exchange of ideas with these employees. Reward employees for thinking and acting independently. Modify your leadership style by reducing its directive tendency and the extent to which you monitor processes. Learn to let go more and make a point of giving your employees the opportunity to experience a sense of their own achievement. page 11 of 12

7 3.4 Delegating Your evaluation for the leadership style S4 Delegating shows a value greater than 3. The following problematic developments could arise as a result: The manager expects too much of employees, who in accordance with their maturity or readiness level are not yet in a position to complete tasks assigned to them on their own. Individual employees showing signs of being over-challenged or even of burnout is the result. The manager does not communicate sufficiently with his employees and gives them the impression that they are left on their own with their problems. This leads to a loss of trust and the withdrawal of personality power. Employees are not systematically trained and encouraged to assume responsibility when their readiness has reached a high enough level. The manager does not fulfil his general responsibility to an adequate extent. There is an increased danger, that avoidable mistakes could lead to agreed company objectives not being achieved, or only partially being achieved. Intensify the contact you have with your employees immediately, and be available for them when they require assistance to solve problems. Show more presence in daily work routines. Push an open and constructive exchange of ideas with employees who have adequate skill and expertise. page 12 of 12