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Situational Leadership

Manager Discussion Guide


Objectives
In Situational Leadership, participants learn about task-specific development levels and
how to balance the corresponding direction, control, support, and encouragement
necessary to maximize performance. Participants also learn that leadership is a
partnership and how to create an environment which encourages employees to ask for
and receive the leadership style they need to be successful.

Having completed this course, participants should be able to recognize an employee's


competence and commitment with regard to specific tasks. By applying this knowledge
the participant will adjust their management style, enhancing the employee's ability to
accomplish their tasks.

Your Expectations
As the participant’s manager, consider the following suggestions:
• Have a discussion about the four developmental levels and the appropriate
behaviors needed to lead
• Formulate a plan to lead team members based on the Situational Leadership
model

1. Please explain the four development levels.

2. Looking at your current team members’ tasks, where do you think each is on the
development matrix? What can you do to modify your own leadership style to
accommodate them?

3. On what tasks do you think you may be a D1 or D2? What can I do to help direct
and support you in these tasks?

Revised 07/172006
Action Plan

Use the table below as a guide to create and formalize an action plan with your employee. Writing down and agreeing to
an action plan with your employee is a critical part of ensuring knowledge gained in this training is successfully and
meaningfully transitioned back to the workplace. Make sure that your action plan lists specific, relevant details on
responsibilities, timing and deadlines, project planning, etc. THE FOLLOWING ARE ONLY SUGGESTIONS FOR YOUR 
DISCUSSION AND NOT MEANT TO BE AN ALL INCLUSIVE ACTION PLAN.

Observable Behaviors Suggested Measurements


Development Goal Supporting Goal to Confirm Goal Attainment Action Plan
1. Establish Team members • Increased productivity • Have a meeting to discuss SL and a
Situational requesting different • Better communication team member’s role in using it
Leadership levels of support and between team members
(SL) as a team direction and manager
norm

2. Lead team Giving the different • Increased productivity • Have one-on-one meetings to agree
members amounts of direction • Increased retention on the development level of the
based on SL and support • Increased use of individual on each task/project
model Personal Development • Use the PDP in the Goal Manager to
Plan (PDP) establish goals for any skill gaps
based on the SL model

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