Leadership Style CBT

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Course Overview
and
Objectives Everyday, leaders are faced with different
situations, and their staff involved in dealing with
those different situations. Leaders must be
flexible in the style offered to each and every
employee for which they are responsible. This
workshop explores the different situational
leadership styles one may use to effectively be a
leader in any circumstance.
Our learning expectations are:
• Identify characteristics of an
effective leader
• Understand the different styles of
Next
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Previous Information about using the Mouse. • Apply leadership styles to
Slide How to pick up where you left off in the course. situations
• Assess your own leadership style
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Course Contents
If you want to see how things
Click on a link to work in this course, click on me
and I’ll walk you through the
jump to that topic process with some practice slides.
Otherwise click on one of the links
below and start right in with the
actual course.
Chapter 1
Next
Slide HELP Menu Understand the characteristics of the
different styles of leadership
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How to pick up where you left off in the course. 2
Apply leadership styles to situations
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Chapter 3
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Welcome to our “scenario-based” learning activities.
In order to go through the complete online course, you’ll need to

set aside about 1 hour and 30 minutes. Each scenario will give
you the opportunity to use your experience and expertise to
address the situational need. It will also give you the chance to
learn some things about situational leadership that you may not
have been aware of to this point.
When you’re ready to see how things work in this course, left-
click once on the green arrow button labeled “Next Slide”.
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The “Pile Up!”
Patty was recently promoted to section
These buttons are not
supervisor, andactivated on seems to be
although she
this screen. Tookay
doing proceed,
in mostjust click
areas of her responsibilities,
the Greenwhen
“Next Slide”tobutton.
it comes paperwork, well she just
seems to be swamped! She’s mentioned her
dilemma to you at a previous staff meeting, and
These you
buttons are to
intended not
talkactivated on it, but up
with her about
this screen. To proceed, just click by her desk,
until this point when you passed
you had
the Green These
“Next ideabuttons
no Slide”how bad are
button. notwere!
things activated on
These buttons this
are
It’s time ascreen.
fornot chatTo
activated
little andproceed,
on just click
putting your
this screen. thestyle
To proceed,
leadership Green “Next
tojust clickSlide”
effective button.
use. Click on the
HELP Menu
the Greenleadership
“Next Slide”style button.
you would use from the
selections below:
How to pick up w
Supporting Delegating here you left off in the course.
Coaching Directing
Next
What you’ll see as you progress from screen to screen, and
Slide situation to situation is something similar to what is on this screen.
You’ll be presented with a scenario that calls for a situational
Previous
leadership style approach. Your job then is to make your selection
Slide
of what type of leadership style you would use to address the
situation. When you select a style, you will be taken to another
HELP window in which you will get some feedback about your leadership
style and how it might affect the employee in the situation.
Exit For now though, just click the Green “Next Slide” button to
Class proceed.
In your group, discuss each leadership style, and indicate in the space below that
style when you think you would use that style, and under what conditions.
SUPPORTIVE BEHAVIOR is defined as:
(High)
SUPPORTING COACHING
The extent to which a leader engages in two-way communication, listens, provides
support and encouragement, facilitates interaction, and involves the follower(s) in
decision-making. Three words can be used to define SUPPORTIVE BEHAVIOR:
praise, listen, and facilitate.
SUPPORTIVE BEHAVIOR
“Supporting.” Here the locus of control for day-to-day decision-making and
problem-solving shifts from leader to follower. The leader’s role is to provide
recognition and to actively listen and facilitate problem-solving/decision-making on DELEGATING DIRECTING
the part of the follower. This is appropriate since the follower(s) has the ability and
knowledge to do the task whenever the use of this style is warranted.
Benefits of using this Style Challenges with using this Style
(Low)
(Low) DIRECTIVE BEHAVIOR (High)
Two-way communication will provide None at this point.
support and encouragement for any
problem-solving ideas Patty comes up
Leadership Style Participant's Guide Page 3
with. Involve Patty in the decision-
making that will affect a better
outcome, since she knows her
workload best. HELP Menu
Active listening will help you provide L Employee Morale
any needed coaching in case she runs Information about using the Mouse.
into a mental block. H
Next
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Lets say you chose the leadership style Supporting. On this
screen you would see the benefits and challenges of using that
HELP situational leadership style in this scenario, like in the above
example. The style you use may affect the employee’s morale and
you will see an indicator reflecting that too.
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So now what do you say? What do you mean you support whatever
decision I make to get things under control? I
After a point in your dialogue with Patty, she need some help here! How about getting me a
states what you see in the photo at right. You temp.
are now in a position to use additional
leadership styles, or focus more intently on the
style you just used.
Think about her remarks and decide on a
These communications
buttons areThese
nottact.
activated
buttons
Click onare
on not activated on
the leadership
this screen. Towould
style you proceed,
thisuse
screen.
just the
from click
Toselections
proceed,below:
just click
the Green “Next Slide”
the Green
button. “Next Slide” button.
Supporting Delegating
HELP Menu
Coaching Directing
These buttons are not
These
activated
buttons
on are not activated on
How to pick up where you left off in the cou
this screen. To proceed,
this screen.
just clickTo proceed, just click
the Green “Next Slide”
thebutton.
Green “Next Slide” button.
Next
Slide
After you get feedback about your initial approach to using a
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particular leadership style, there may be additional dialogue with
Slide
the employee, which will give you even more opportunity to use
your leadership communications style to address issues or
HELP concerns, like in the example above.
Click the Green “Next Slide” button to proceed in this
Exit demonstration.
Class
(High)
SUPPORTING COACHING
SUPPORTIVE BEHAVIOR PROGRESSING TOWARD DIRECTIVE BEHAVIOR
“Coaching.” In this style, the leader still provides a great deal of direction and
leads with his/her ideas, but he or she also attempts to hear the followers’ feelings
SUPPORTIVE BEHAVIOR
about decisions as well as their ideas and suggestions. While two-way
communication and support are increased, control over decision-making remains
with the leader.
DELEGATING DIRECTING
At this point you might use “active She might feel like the final decision is
listening” to uncover what obstacles not under her control anymore, and
(Low)
the employee faces in scheduling her that she will just have to work harder (Low) DIRECTIVE BEHAVIOR (High)
work and time. You might make more to accomplish her task assignments.
specific suggestions about how she Morale may slip a little bit.
handles her work assignments and get
her feedback on those suggestions. Leadership Style Participant's Guide Page 3
HELP Menu
L Employee Morale
Information about using the Mouse. H
Next
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Previous
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Lets say this time you chose the leadership style Coaching. On
this screen you would see the benefits and challenges of using
HELP that situational leadership style in this scenario, like in the above
example. The style you use may affect the employee’s morale and
you will see an indicator reflecting that too.
Exit
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So that’s basically how you’ll be going through the course, always
at your own pace, and being able to go back to previous screens
to review steps you took in your progress.
If for some reason, you need to exit completely out of the class,
just click on the Red Exit Class button on the left. You can always
pick up in the chapter where you left off if you haven’t finished the
program.
When you’re ready to begin the course, click on the green Next
Slide button over on the left side of the screen.
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Lets begin with the four leadership styles.
First of all the definition of a leadership style is the pattern of behaviors you use when you are
trying to influence the behaviors of others as perceived by them.
There are basically Which fourWay Do I Go?

leadership styles that can be applied to problem solving and decision
making. The chart below shows four quadrants, each of which contains a leadership style that
Leadership style is the
is available to pattern
you. of behaviors you use when you are trying to influence
the behaviors of others as perceived by them.
There are basically four leadership styles that can be applied to problem solving
andOn the making.
decision next slide we’ll
The chart look
below at four
shows thequadrants,
characteristics of contains
each of which each style.
a leadership style that is available to you.
HELP Menu
(High)
The Navigation Buttons. SUPPORTING COACHING

SUPPORTIVE BEHAVIOR
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(Low)
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Class Leadership Style Participant's Guide Page 3
Lets start with the Supporting style.
Here the locus of control for day-to-day decision-
making and problem-solving shifts from leader to
follower. The leader’s role is to provide recognition
and to actively listen and facilitate problem-
solving/decision-making on the part of the follower.
This is appropriate since the follower(s) has the ability
SUPPORTING and knowledgeCOACHING
to do the task whenever the use of this
style is warranted.
Also notice where the Supporting style falls on the
HELP Menu Leadership Chart. Besides the quadrants, there are x
and y axes indicating higher or lower degrees of
Information about using the Mouse. “supportive behavior” as well as “directive behavior”. A
How to pick up where you left off in the course. Supporting style would then fall on the high degree of
SUPPORTIVE BEHAVIOR
The Navigation Buttons. the supportive behavior axis and low on the directive
behavior axis.
(High)
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(Low)
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Now lets look at the Delegating style.
In this style, the leader discusses the problems with
subordinate(s) until joint agreement is achieved on
problem definition and then the decision-making
process is delegated totally to the follower. Now it is
the subordinate who has significant control for
deciding how tasks are to be accomplished.
SUPPORTING Follower(s) COACHING
are allowed to “run their own show”
because they have both competence and confidence
HELP Menu to take responsibility for directing their own behavior.
Notice where the Delegating style falls on the
Leadership Chart. A Delegating style would fall on the
How to pick up where you left off in the course. low degree of the supportive behavior axis. It also falls
The Navigation Buttons. on the low end of the directive behavior axis.
SUPPORTIVE BEHAVIOR
(High)
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(Low)
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Now lets look at the Coaching style.
In this style, the leader still provides
a great deal of direction and leads
with his/her ideas, but he or she also
attempts to hear the followers’
feelings about decisions as well as
their ideas and suggestions. While SUPPORTING COACHING
two-way communication and support
are increased, control over decision-
making remains with the leader.
Notice where the Coaching style
falls on the Leadership Chart. A
Coaching style would fall on the high
SUPPORTIVE BEHAVIOR
degree of the supportive behavior
axis, and it also falls on the high end
of the directive behavior axis.
(High)
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Slide How to pick up where you left off in the course.
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(Low)
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Now lets look at the Directing style.
In this style, the leader defines the roles
of followers and tells them what, how,
when, and where to do various tasks.
Problem-solving and decision-making
are initiated solely by the manager.
Solutions and decisions are announced;
communication is largely one-way, and
implementation is closely supervised by
the leader.
Notice where the Directing style falls SUPPORTING COACHING
on the Leadership Chart. A Directing
style would fall on the low degree of the
HELP Menu
supportive behavior axis, while placing
on the high end of the directive
behavior axis. Information about using the Mouse.
SUPPORTIVE BEHAVIOR

(High)
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(Low)
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Class (Low) DIRECTIVE BEHAVIOR (High)
So then you’ll follow up with Mary in
Budget and get those figures
worked up for the presentation next Alright. Lets take a minute to test our
Wednesday? The only thing I ask understanding of the four basic
when you create the presentation
is, please be concise.
leadership styles. Here’s how the test
works. Over on the left side of this
I’ll make a note of that and you have
screen is a scenario-based character
my promise to keep things short
and to the point. beginning a dialogue with a follower.
See if you can tell by his dialogue what
leadership style category it falls into.
To make your choice of leadership
style, just click once with your mouse in
the box next to one of the styles below,
and you’ll get feedback right away.
Good luck!
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Coaching Directing
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You chose
(High)
SUPPORTING COACHING
Delegating!
“Delegating.” In this style, the leader discusses the problems with subordinate(s)
SUPPORTIVE BEHAVIOR
until joint agreement is achieved on problem definition and then the decision-
making process is delegated totally to the follower. Now it is the subordinate who
has significant control for deciding how tasks are to be accomplished. Follower(s) DELEGATING DIRECTING
are allowed to “run their own show” because they have both competence and
confidence to take responsibility for directing their own behavior.
(Low)
The follower is in control of obtaining Not anything of significance. The
the figures for the presentation and follower may feel some limited
decides on his own how to present creativity in trying to keep the
them, as long as the overall presentation brief, but that should not
presentation is concise. get in the way of success.
L Employee Morale
H
Next Part
Excellent choice! Although at the low end of the supportive
of Course
behavior axis, it is still a supportive style in that the employee does
have autonomy with only minimal guidelines for the final outcome.
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You chose
(High)
SUPPORTING COACHING
Supporting!
SUPPORTIVE BEHAVIOR
recognition and to actively listen and facilitate problem-solving/decision-making on
the part of the follower. This is appropriate since the follower has the ability and DELEGATING DIRECTING
(Low)
Gives the follower independent May not be enough emphasis on
decision-making power over obtaining keeping the presentation brief and to
the figures and using them in a the point. The definition of concise is
presentation. And also allows him to not clearly communicated.
judge what “concise” means.
L Employee Morale
H
Next Part An acceptable choice, with an advisory. Although the follower

of Course definitely seems to have the knowledge and ability to prepare and
present the report, he may need to hear from an authority figure
Previous that the presentation must be brief. It’s a fine line here, but that
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staff.
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You chose Coaching!
(High)
SUPPORTING COACHING
“Coaching.” In this style, the leader still provides a great deal of direction and
SUPPORTIVE BEHAVIOR
leads with his/her ideas, but he or she also attempts to hear the followers’ feelings
about decisions as well as their ideas and suggestions. While two-way
communication and support are increased, control over decision-making remains DELEGATING DIRECTING
with the leader.
(Low)
The leader may hear the follower’s The leader may have too much control
ideas and make suggestions about over the process, the content and
them, as well as provide support for definitely the timing of the
them. presentation.
L Employee Morale
H
Next Part Pursuing this style at this stage of the project development may be
of Course too restrictive. Although the follower’s ideas may be heard, there is
good chance only the leader’s perspective will have influence.
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You chose Directing!
(High)
SUPPORTING COACHING
“Directing.” The leader defines the roles of followers and tells them what, how,
SUPPORTIVE BEHAVIOR
when, and where to do various tasks. Problem-solving and decision-making are
initiated solely by the manager. Solutions and decisions are announced;
communication is largely one-way, and implementation is closely supervised by DELEGATING DIRECTING
the leader.
(Low)
Not any of significance. The follower will appear to only be
adhering to orders. Creativity in design
and delivery of the presentation will
most likely be hampered.
L Employee Morale
H
Next Part Considering that the follower in this scenario appears to have a
of Course grasp of what information to include in the presentation, how to get
it, and then how to make the presentation, directing this employee
Previous would have a negative effect on a successful outcome.
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(High)
SUPPORTING COACHING
Recap of Selecting a
“Style”
SUPPORTIVE BEHAVIOR
(Low)
Notice that in the previous exercise, you were only allowed to use
one Style to address the situation. Each of those styles in any given
situation will probably have Benefits as well as Challenges.
As we go forward, we will start to see the advantages of “Blending”
Styles to take the greatest advantage of what each Style has to
offer in various situations.
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Since leadership style has the greatest effect on people in a situation, it
would be best to know something about the development level of those
whom you are about to lead.
Development level is defined as the Competence and Commitment of
the follower(s) to perform a particular task without supervision.
Competence can be developed with appropriate direction and support. It

is a function of knowledge and skills which can be gained from
education, training, and experience.
Commitment is a combination of motivation and confidence. Confidence

is a measure of a person’s self-assuredness to do a task, while
motivation is a person’s interest and enthusiasm in doing that task.
Situational Leadership identifies four development levels: Low (D1), Low HELP Menu
to Moderate (D2), Moderate to High (D3), High (D4). Each of these
development levels represents a different combination of competence Information about using the Mouse.
and commitment as shown below: How to pick up where you left off in the course.
High High Some Low

Competence Competence Competence Competence
________ ________ ________ ________
Next High Variable Low High
Slide Commitment Commitment Commitment Commitment
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D4 D3 D2 D1
HELP Developed Developing
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High High Some Low
________ ________ ________ ________
High Variable Low High
Commitment Commitment Commitment Commitment
D4 D3 D2 D1
According to Situational
Leadership, as the development
Developed Developing level of individuals increases from
D1 to D4, their competence and
commitment fluctuates. When first
beginning a new task where they
HELP Menu
have had little, if any, prior
knowledge or experience, most
Hey, what if
Information about using the Mouse. individuals are enthusiastic and
we try …
ready to learn (D1).
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High High Some Low
________ ________ ________ ________
Commitment Commitment Commitment
Commitment
D1
D4 D3 D2
Then when they begin to get into
Developed Developing the task, individuals often find it is
either more difficult to learn to
perform the task than they thought
it was going to be or less
interesting than they had
anticipated. This disillusionment
decreases their commitment (D2).
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High High Some Low
________ ________ ________ ________
Commitment Commitment Commitment If they overcome this state of
Commitment
development and learn to perform
the task with help from their boss,
most individuals then go through a
self-doubt stage where they
D1
question whether they can perform
D4 D3 D2
the task well on their own. Their
boss says they’re competent but
Developed Developing they’re not so sure. These
alternating feelings of competence
and self-doubt cause the variable
commitment associated with D3
HELP Menu
commitment which fluctuates from
excitement to insecurity.
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High High Some Low
________ ________ ________ ________
Commitment Commitment Commitment With proper support, individuals
Commitment
can eventually become peak
performers who demonstrate a
high level of competence,
motivation and confidence. In
other words, given the appropriate
D4 D3 D2 D1
amounts of direction and support,
individuals move from one level of
Developed Developing development to another, from
being an enthusiastic beginner to a
disillusioned learner to a reluctant
contributor to a peak performer.
It is important when thinking about

someone’s development level to
remember that people are not “fully-
Next developed” or “under-developed”. In
Slide other words, development level is
not a global concept, it is a task
Previous HELP Menu specific concept. That is to say that
Slide people tend to be at different levels
Information about using the Mouse.of development depending on the
How to pick up where you left off in specific task, function, or objective
the course.
HELP that they are assigned.
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It Depends! Although it is nice and neat to put
leadership styles into boxes and ask you to
choose to use one versus another, the
question here is: will that work in real life? So How Do You Know
Based on research, it has been shown that
successful leaders adapt their style of
Which Style Should Be Used?
leadership to fit the requirements of the
situation. In particular, it was found that the
amount of direction or support that a leader THE FOUR LEADERSHIP STYLES
should provide depends on the development
level that the follower(s) exhibits on a specific
task, function, or objective to be accomplished.
An example of this can be seen in the chart
below.
SUPPORTIVE BEHAVIOR
(High)
Next
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(Low)
Slide
(Low) DIRECTIVE BEHAVIOR
HELP The Navigation Buttons. (High)
Developing
HIGH MODERATE LOW
Developed
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Class
Development Level of Follower(s)
THE FOUR LEADERSHIP STYLES
(HIGH)
Directing is for low development level.
People who are high on commitment but
low on competence are enthusiastic
beginners. They are excited to get started
and learn. Thus a Directing style that
SUPPORTIVE BEHAVIOR
provides clear, specific direction and close

supervision has the highest probability of
being effective. Since commitment is high,
support is not needed from the leader.
Again, this style is called Directing because
it’s characterized by the leader defining
roles and telling people what, how, when,
and where to do various tasks.
Lets look at that “Bell

Curve” in more detail.
) DIRECTIVE BEHAVIOR (HIGH) Click inside the circle to
W
O
(L get more information
HIGH MODERATE LOW
about the Directing
Developing
Developed
Next D4 D3 D2 D1 leadership style.

Slide Development Level of Follower(s)
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Coaching is for low to moderate
THE FOUR LEADERSHIP STYLES development level. People who have
(HIGH)
some competence but lack commitment to
take responsibility need both direction and
support. Thus a Coaching style that
provides directive behavior (because of
their lack of competence) but also
supportive behavior to build confidence
SUPPORTIVE BEHAVIOR
and enthusiasm is most appropriate with

individuals at this development level. This
style is called Coaching because most
people know that coaches both direct and
support their people. This style which
encourages two-way communication helps
build confidence and motivation on the part
of the follower, while keeping responsibility
for and control over decision-making with
the leader
) DIRECTIVE BEHAVIOR (HIGH)

W
O
(L
HIGH MODERATE LOW
Developing
Developed
Next D4 D3 D2 D1
Previous HELP Menu Lets look at that “Bell

Slide Curve” in more detail.
Information about using the Mouse. Click inside the circle to
HELP How to pick up where you left off in the course. get more information
about the Coaching
leadership style.
Exit
Class
Supporting” is for moderate to high
development level. People of this
(HIGH)
development level are competent but have
variable commitment toward the assigned
task. Their variable motivation is often a
function of a lack of confidence or
insecurity. However, if they are confident
but uncommitted, their reluctance to
SUPPORTIVE BEHAVIOR
perform is more of a motivational problem

than a confidence problem. In either case,
the leader needs to open up
communication through two-way
communication and active listening and to
support followers’ efforts to use the skills
they already have. Thus, a Supporting
style has the highest probability of being
effective with individuals at this
development level. This style is called
Supporting because the leader and
follower share in decision-making, with the
key roles of the leader being listening and
O
W facilitating.
(L
HIGH MODERATE LOW
Developing
Developed
Next D4 D3 D2 D1
Previous HELP Menu

Click inside the circle to
How to pick up where you left off in the course.get more information
HELP
The Navigation Buttons. about the Supporting
leadership style.
Exit
Class
THE FOUR LEADERSHIP STYLES “Delegating” is for persons at high
development level on a particular task.
(HIGH)
People at this development level are both
competent and motivated to take
responsibility. Thus, a low profile
Delegating style that provides little direction
and support has the highest probability of
SUPPORTIVE BEHAVIOR
being effective with individuals at this

development level. Even though the
leader may still identify the problem, the
responsibility for carrying out plans is given
to these experienced followers. They are
permitted to run the “show” and decide on
how, when, and where the task is to be
accomplished. Since they are
psychologically mature, they do not need
above average amounts of two-way
communication or supportive behavior.

W
O
(L
HIGH MODERATE LOW
Developing
Developed
Next D4 D3 D2 D1
Previous HELP Menu

Click inside the circle to
How to pick up where you left off in the course. get more information
HELP
The Navigation Buttons. about the Delegating
leadership style.
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So as you can see from our studies, and probably by your real-
life experiences, the Leadership Style you use in any given
situation depends!
Click on the Green Next Slide button to continue with the course.
SUPPORTIVE BEHAVIOR
(High)
HELP Menu
Next
Slide
Previous How to pick up where you left off in the course.
(Low)
Slide The Navigation Buttons.

HELP (High)
Developing
HIGH MODERATE LOW
Developed
Exit D4 D3 D2 D1
Class
Scenario Background: You’re a Recreation Department supervisor for
the City of St. Petersburg, and Jimmy Blake is a new employee reporting Now that we have a more complete
directly to you, who has been on the job about 2 months. (although more complex) picture of how
Jimmy’s position has him working specifically with children at one of the to apply leadership styles to different
Recreation Centers. He came to the City with some experience working situations, lets test our knowledge again
for another municipality in the same type of function, and that’s one of with a new scenario.
the reasons you hired him. You’re generally pleased with how he’s Like the first one we did, read the
coming along in his position, but there are some things you’re concerned scenario at left, and see if you can
about and you need to speak with him as soon as possible. determine the best leadership style to
use for this follower and in this situation.
Click in the box next to the style you
think is the most effective to use, and
He seems to get pretty you’ll get your feedback.
upset with some of the
more challenging kids. It
may be time to discuss
our policies with Jimmy
with respect to children
behaving badly.
Previous
Slide HELP Menu

HELPHow to pick up where you left off in the course.
Exit Coaching Directing
Class
THE FOUR LEADERSHIP STYLES Supporting” is for moderate to high
development level. People of this development
(HIGH)
level are competent but have variable commitment
toward the assigned task. Their variable motivation
is often a function of a lack of confidence or
insecurity. However, if they are confident but
uncommitted, their reluctance to perform is more of
a motivational problem than a confidence problem.
In either case, the leader needs to open up
SUPPORTIVE BEHAVIOR
communication through two-way communication and

active listening and to support followers’ effort to use
the skills they already have. Thus, a Supporting
style has the highest probability of being effective
with individuals at this development level. This style
HELP Menu
is called Supporting because the leader and follower
share in decision-making, with the key roles of the
Information about using the Mouse. leader being listening and facilitating.

W
(L
O I’m not sure about your choice in this
HIGH MODERATE LOW situation. Take a look at the Feedback Box.
Developing
Developed
Next D4 D3 D2 D1
Part Development Level of Follower(s)
Previous Benefits of using this Style Challenges with using this Style
Slide Supporting only the employee’s specific You really can’t share in decision-making in this
behaviors that are productive and support City regard. Jimmy needs to understand policies
policy will be a benefit in setting a foundation to concerning disciplining children, or in any way
HELP discuss your areas of concern. making them feel intimidated.
Exit
Class
L Employee Morale
THE FOUR LEADERSHIP STYLES Coaching is for low to moderate
development level. People who have
(HIGH)
some competence but lack commitment to
take responsibility need both direction and
support. Thus a Coaching style that
provides directive behavior (because of
their lack of competence) but also
SUPPORTIVE BEHAVIOR
supportive behavior to build confidence

and enthusiasm is most appropriate with
individuals at this development level. This
HELP Menu
style is called Coaching because most
people know that coaches both direct and
Information about using the Mouse. support their people. This style which
How to pick up where you left off in the course. encourages two-way communication helps
The Navigation Buttons. build confidence and motivation on the part
of the follower, while keeping responsibility
for and control over decision-making with
the leader

W
(L
O A much better choice in this situation. Take
HIGH MODERATE LOW a look at the Feedback Box.
Developing
Developed
Next D4 D3 D2 D1
Previous
Slide This style will allow you to use directive behavior In this situation challenges with this style are
to inform Jimmy of better methods of handling minimized because you are in control while
some children. It will also encourage two-way maintaining open communications with the
communication with Jimmy, and allow you to follower.
HELP control decision-making.
Exit
Class
L Employee Morale
HELP Menu

THE FOUR LEADERSHIP STYLES Delegating” is for persons at high
development level on a particular task.
(HIGH)
People at this development level are both
The Navigation Buttons. competent and motivated to take
responsibility. Thus, a low profile
Delegating style that provides little direction
and support has the highest probability of
SUPPORTIVE BEHAVIOR
being effective with individuals at this

development level. Even though the
leader may still identify the problem, the
responsibility for carrying out plans is given
to these experienced followers. They are
permitted to run the “show” and decide on
how, when, and where the task is to be
accomplished. Since they are
psychologically mature, they do not need
above average amounts of two-way

W
(L
O Definitely not an effective choice in this
Developing
Developed
Next D4 D3 D2 D1
Previous Benefits of using this Style Challenges with using this Style
Slide Allows you to identify the problem area and You can’t allow the follower to “run the show” and
indicate the responsibility for carrying out the decide on how, when, and where the actions will
plans is the follower’s. be taken. The negativity must be corrected
HELP immediately. Communications might be limited.
Exit
Class
L Employee Morale
HELP Menu
(HIGH)
The Navigation Buttons. Directing is for low development level.
beginners. They are excited to get started
and learn. Thus a Directing style that
SUPPORTIVE BEHAVIOR
provides clear, specific directing and close

supervision has the highest probability of
being effective. Since commitment is high,
support is not needed from the leader.
Again, this style is called Directing because
it’s characterized by the leader defining
roles and telling people what, how, when,
and where to do various tasks.

W
(L
O I’m not sure about your choice in this
Developing
Developed
Next D4 D3 D2 D1
Previous
Slide Will allow you to clarify his role in these kinds of Won’t allow for support from you. This follower’s
situations. You can tell him how these types of commitment level to adhering to City policy is yet
children should be handled under what conditions. to be determined. May be overkill at this point.
HELP
Exit
Class L Employee Morale
(HIGH)
HELP Menu

SUPPORTIVE BEHAVIOR
Once again, we see the limitations of

applying only one style to a situation, as
opposed to being able to Blend one or
more of them together.
Let’s look at that exercise again, but this
time you will be able to select one or more
W
) DIRECTIVE BEHAVIOR (HIGH) Leadership Styles to address the problem
O
(L situation.
HIGH MODERATE LOW Click the Next Button
Developing
Developed
D4 D3 D2 D1
Next
Slide
Previous
Slide
HELP
Exit
Class
In this case, lets look at the same
Scenario Background: You’re a Recreation Department supervisor for scenario in which we just applied a
the City of St. Petersburg, and Jimmy Blake is a new employee reporting single Leadership Style,
directly to you, who has been on the job about 2 months. Only this time see if you can determine
the best leadership styles to use for
Jimmy’s position has him working specifically with children at one of the this follower and in this situation.
Recreation Centers. He came to the City with some experience working
for another municipality in the same type of function, and that’s one of Click in the box next to each style you
the reasons you hired him. You’re generally pleased with how he’s HELP Menu think will work best, either alone or in
coming along in his position, but there are some things you’re concerned combination with other styles.
about and you need to speak with him as soon as possible.
How to pick up where Once you have made your Style
you left off in the course. choices, click on the Proceed Button
The Navigation Buttons. to get your feedback.
If you need to Reset the choices, just
He seems to get pretty
upset with some of the press the Reset Button, and make
more challenging kids. It your selections again.
may be time to discuss
our policies with Jimmy
with respect to children
behaving badly.
Previous
Slide
HELP Supporting Delegating
Exit Coaching Directing Proceed

Reset your choices
Class with choices
HELP Menu

Makin’ The Scene! The Navigation Buttons.
To access any of the situations below, just click on the

scenario link and you’ll be taken to a screen where you can
test your Leadership Style skill.
Ready for some more scenarios? On this
slide you can take your choice of scenarios
that you want to experiment with.
The list of scenarios to the left, indicates
different situations. You can come back to
this screen after you’ve finished a scenario
and choose another to get more practice.
When you have practiced enough and
The “Situations” would like to move on to the next part of
the course, just click the Green “Next Slide”
button.
• “The Know It All Newbie”!
• “The Full Plate Syndrome”

Previous
Slide • “Nobody Showed Me”
HELP
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Class
HELP Menu
“The Know It All Newbie”!
THE FOUR LEADERSHIP STYLES This is Nick Knowlogy who finds it extremely difficult to
Information about using the Mouse. maintain his humility. Although Nick just started in your
(HIGH)
How to pick up where you left off in the course. department a couple of weeks ago, he is already making
The Navigation Buttons. enemies with his co-workers because of his “know-it-all”
attitude.
It’s true that Nick did come to your organization with a
certain amount of knowledge about the way this business
SUPPORTIVE BEHAVIOR
is run, but his somewhat arrogant stance is hard for the

other employees to take.
You’ve had a few complaints from some of your staff, and
now you’ve just taken a call from an employee in another
department about Nick’s “all-knowing” ways.
You’ve just called Nick in for a discussion. Get ready to
use your most effective leadership style or styles
throughout this chat.
I guess you called me in

today to congratulate me
on getting Project XYZ
done in record time, huh?
) (HIGH)
It was a cinch. I can’t wait
W DIRECTIVE BEHAVIOR
(L
O to sink my teeth into
HIGH MODERATE LOW Developing something that’s really
Developed
challenging!
D4 D3 D2 D1
Return to Slide
you were just on
Reset
HELP your choices
Exit Proceed
Class Coaching Directing with choices
Support An interesting choice, all by itself.
Although this follower definitely seems
to have the knowledge and ability to
ing
get the job done, he obviously needs
You might be able to support his initiative and You might find it awkward to compliment his work to hear how important teamwork is in
follow-through, but in this overall context, that and then at once caution him about alienating your work unit. Using this leadership
support would only be the beginning of a team members.
conversation leading to corrective behavior. style exclusively might prove to be
challenging, because on one hand
you’ll be supporting diligent and
productive work, and at the same time
providing a caution about workplace
relations.
L Employee Morale
H For a reminder of what the
Supporting leadership style does,
HELP Menu click on the Reminder Button you see
Mouse to my left.
Continue course You might want to consider another
Buttons
choice of style, or maybe even a blend
of styles.
Back to Supporting” is for moderate to high development level. People of

This Situation this development level are competent but have variable commitment
toward the assigned task. Their variable motivation is often a function
of a lack of confidence or insecurity. However, if they are confident but
Back to uncommitted, their reluctance to perform is more of a motivational
All Situations problem than a confidence problem. In either case, the leader needs to
open up communication through two-way communication and active
listening and to support followers’ effort to use the skills they already
Next Part of Course have. Thus, a Supporting style has the highest probability of being
Self-Assessment effective with individuals at this development level. This style is called
Supporting because the leader and follower share in decision-making,
with the key roles of the leader being listening and facilitating.
HELP
REMINDER
Exit
Class
Coachin This style is definitely called for in
this scenario, but it may not be
enough. Typically coaching is for
g
Benefits of using this Style Challenges with using this Style followers that may lack commitment
and need help with enthusiasm and
Opens up communications between you and the This may not go far enough in your emphasis to even may need some confidence. In
follower so he can understand others’ the follower that some changes have to be made
perceptions and consequences of his work style. to maintain effective and productive work this case, those attributes may have
relations with other team members. been exercised too much at the
expense of teamwork. This style
does open the door to two-way
communications, but may put too
much emphasis on you taking
L Employee Morale responsibility for and control over
decisions to be made.
H
For a reminder of what the Coaching
HELP Menu
leadership style does, click on the
Mouse Reminder Button you see to my left.
Continue course
Buttons It might be better to blend this style
with another.
Back to
This Situation Coaching is for low to moderate development level. People who have
some competence but lack commitment to take responsibility need both
Back to direction and support. Thus a Coaching style that provides directive
behavior (because of their lack of competence) but also supportive behavior
All Situations
to build confidence and enthusiasm is most appropriate with individuals at
this development level. This style is called Coaching because most people
Next Part of Course know that coaches both direct and support their people. This style which
Self-Assessment encourages two-way communication helps build confidence and motivation
on the part of the follower, while keeping responsibility for and control over
decision-making with the leader.
HELP
REMINDER
Exit
Class
Directin This style is overkill for the
challenge at hand. Directing
always works best for those who
g
Not too many. This would put you in very close This could turn an otherwise productive “fast-
are low in competence, but high
control which could dampen the follower’s spirit charger” into someone who constantly seeks on commitment. It tends to
and motivation. permissions and direction every time he is provide very specific directions
assigned a task. and close supervision. This style
used exclusively might just turn a
high-performer in the other
direction.
L Employee Morale For a reminder of what the

H Directing leadership style does,
click on the Reminder Button
HELP Menu you see to my left.
Mouse
Continue course It might be better to consider
Buttons another style or combination of
them.
Directing is for low development level. People who
Back to are high on commitment but low on competence are
This Situation enthusiastic beginners. They are excited to get started
and learn. Thus a Directing style that provides clear,
specific directing and close supervision has the highest
Back to probability of being effective. Since commitment is high,
All Situations support is not needed from the leader. Again, this style
is called Directing because it’s characterized by the
leader defining roles and telling people what, how, when,
Next Part of Course and where to do various tasks.
Self-Assessment
HELP
REMINDER
Exit
Class
Delegat This style may just be the best
choice, if you were to only use one
ing
Benefits of using this Style Challenges with using this Style style. Even though the leader may
still identify the problem, the
The onus to change and establish a productive The behavior might continue if left unchecked, so responsibility for carrying out plans is
and collaborative work environment is the it may be incumbent on you to hold follow-up given to these experienced followers.
follower’s responsibility. Your goal is to meetings to check on the progress of all
communicate the perceptions and request the concerned. Since they are psychologically
change in attitude. mature, they do not need above
average amounts of two-way
communication or supportive
behavior. Once this follower knows
how his team mates perceive him, it
L Employee Morale should be his responsibility to
H address those problems through
HELP Menu
adjusted behavior.
Mouse “Delegating” is for persons at high development
Continue course For a reminder of what the
level on a particular task. People at this development
Buttons Delegating leadership style does,
level are both competent and motivated to take
responsibility. Thus, a low profile Delegating style that click on the Reminder Button you
provides little direction and support has the highest see to my left.
probability of being effective with individuals at this
Back to development level. Even though the leader may still
This Situation identify the problem, the responsibility for carrying out
plans is given to these experienced followers. They are
permitted to run the “show” and decide on how, when,
Back to and where the task is to be accomplished. Since they
All Situations are psychologically mature, they do not need above
average amounts of two-way communication or
supportive behavior.
Next Part of Course
Self-Assessment
HELP
REMINDER
Exit
Class
Supporting” is for moderate to high development
level. People of this development level are competent
Styles Combo
but have variable commitment toward the assigned task.
Their variable motivation is often a function of a lack of
confidence or insecurity. However, if they are confident
but uncommitted, their reluctance to perform is more of a
Benefits of using these Styles Challenges with using these Styles motivational problem than a confidence problem. In
either case, the leader needs to open up communication
through two-way communication and active listening and
??? ??? to support followers’ effort to use the skills they already
have. Thus, a Supporting style has the highest
development level. This style is called Supporting
because the leader and follower share in decision-
Coaching is for low to moderate development level. People making, with the key roles of the leader being listening
who have some competence but lack commitment to take and facilitating.
responsibility need both direction and support. Thus a
Coaching style that provides directive behavior (because of Directing is for low development level. People who are
their lack of competence) but also supportive behavior to build high on commitment but low on competence are enthusiastic
L Employee Morale confidence and enthusiasm is most appropriate with individuals beginners. They are excited to get started and learn. Thus a
at this development level. This style is called Coaching Directing style that provides clear, specific directing and close
H because most people know that coaches both direct and supervision has the highest probability of being effective.
HELP Menu support their people. This style which encourages two-way Since commitment is high, support is not needed from the
communication helps build confidence and motivation on the leader. Again, this style is called Directing because it’s
Mouse
part of the follower, while keeping responsibility for and control characterized by???
the leader defining roles and telling people
Continue course over decision-making with the leader.
Buttons what, how, when, and where to do various tasks.
“Delegating” is for persons at high development level on If you need more info about each
Back to a particular task. People at this development level are both Style, just click on the appropriate
This Situation competent and motivated to take responsibility. Thus, a low
Reminder button to my left.
profile Delegating style that provides little direction and
support has the highest probability of being effective with
Back to individuals at this development level. Even though the leader
All Situations may still identify the problem, the responsibility for carrying Supporting
out plans is given to these experienced followers. They are Reminder
permitted to run the “show” and decide on how, when, and
Next Part of Course where the task is to be accomplished. Since they are
psychologically mature, they do not need above average Delegating
Self-Assessment amounts of two-way communication or supportive behavior. Reminder
HELP Coaching
Reminder
Exit Directing
Class Reminder
“The Full Plate Syndrome”!
Here’s Freda Fuller who spends a significant amount of

time juggling the projects that have been assigned to her.
She has taken all the required classes, including the one
SUPPORTIVE BEHAVIOR
on Time Management, but her workload always seems to

be up in the air!
Freda is a hard worker and always willingly takes on any
(High)
task you ask her to do, but one of the projects you
needed from her is late, and since you haven’t received
any status update from Freda, you now need to have a
discussion about this project, and maybe how she
handles her workload.
Get ready to use your most effective leadership style
throughout this talk.
(Low)

(High) Hey Boss, what’s up?
HIGH MODERATE
Developing
Developed
LOW
D4 D3 D2
D1
HELP Menu
Mouse
Continue course
Buttons
Return to Slide
you were just on
Reset
HELP your choices
Exit Proceed
Support This is definitely a questionable
choice of styles, especially if it used
exclusively of other styles.
ing Benefits of using this Style

The most minimal benefit would be that you are
Challenges with using this Style
The main challenge is using this style exclusively
Attempting to support this
employee’s work habits may just
lead to a continuation of fragmented
showing your support for her motivation to with regard to others. Your support would have to productivity.
assume task assignments in order to assist with be tempered with cautions about taking on too
your department’s goals and objectives. many assignments, using time effectively, and For a reminder of what the
perhaps assessing her capabilities with regard to Supporting leadership style does,
some tasks.
click on the Reminder Button you
see in lower part of this screen.
You might want to consider another
HELP Menu choice of style, or maybe even a
L Employee Morale blend of styles.
Mouse
H
Continue course
Buttons
Supporting” is for moderate to high development level. People of this
development level are competent but have variable commitment toward the
assigned task. Their variable motivation is often a function of a lack of
Back to confidence or insecurity. However, if they are confident but uncommitted,
This Situation their reluctance to perform is more of a motivational problem than a
confidence problem. In either case, the leader needs to open up
communication through two-way communication and active listening and to
Back to support followers’ effort to use the skills they already have. Thus, a
All Situations Supporting style has the highest probability of being effective with individuals
at this development level. This style is called Supporting because the leader
and follower share in decision-making, with the key roles of the leader being
Next Part of Course listening and facilitating.
Self-Assessment
HELP
Exit REMINDER
Class
Coachin
g
This is a somewhat questionable
You could provide direction in some areas of time Used exclusively this might make the employee
management, while supporting the willingness on feel like you have taken over the decision-making choice of styles, especially if it
her part to take on the task assignments. responsibility that she had before. used exclusively of other styles.
Encourages two-way communications with the Coaching may be too overbearing
employee in order to discuss potential blocks to on this employee at this point.
effective time management.
For a reminder of what the
Coaching leadership style does,
HELP Menu L Employee Morale You might want to consider this

H style with a blend of other styles.
Mouse
Continue course
Buttons Coaching is for low to moderate development level. People
who have some competence but lack commitment to take
Back to
Coaching style that provides directive behavior (because of
This Situation
their lack of competence) but also supportive behavior to build
confidence and enthusiasm is most appropriate with individuals
Back to
at this development level. This style is called Coaching
All Situations
because most people know that coaches both direct and
support their people. This style which encourages two-way
Next Part of Course communication helps build confidence and motivation on the
Self-Assessment part of the follower, while keeping responsibility for and control
over decision-making with the leader.
HELP
REMINDER
Exit
Class
Delegat
You can assist in problem solving with the
Since this works best on a particular task, it might
employee to get her to see how she is currently not be enough since her problem is taking on too
This is a better choice of styles,
especially if it used in conjunction
with other styles. It can help put the
handling her work schedule, while allowing her to many tasks. responsibility for success on the
figure out how to balance her tasks. employee.
Delegating leadership style does,
L
Employee Morale
You might want to consider this
HELP Menu H
style with a blend of other styles.
Mouse
Continue course
Buttons “Delegating” is for persons at high development level on a
particular task. People at this development level are both
competent and motivated to take responsibility. Thus, a low
Back to
profile Delegating style that provides little direction and support
This Situation
has the highest probability of being effective with individuals at
this development level. Even though the leader may still
Back to
identify the problem, the responsibility for carrying out plans is
All Situations
given to these experienced followers. They are permitted to
run the “show” and decide on how, when, and where the task is
Next Part of Course to be accomplished. Since they are psychologically mature,
Self-Assessment they do not need above average amounts of two-way
HELP
REMINDER
Exit
Class
Directin
g Benefits of using this Style
You could specifically offer a way to successful
This will probably be seen by the employee as
This might be the worst choice of
styles, especially if it used
exclusively from other styles. It can
handling of her time and tasks. dictating every detail in how she does her job, put too much direction and
instead of working together toward a better instructions on the employee.
outcome.
Directing leadership style does,
L
Employee Morale You might want to consider this
HELP Menu H style with a blend of other styles.
Mouse
Continue course
Buttons Directing is for low development level. People who are high
on commitment but low on competence are enthusiastic
Back to beginners. They are excited to get started and learn. Thus a
This Situation Directing style that provides clear, specific directing and close
supervision has the highest probability of being effective. Since
Back to commitment is high, support is not needed from the leader.
All Situations Again, this style is called Directing because it’s characterized
by the leader defining roles and telling people what, how, when,
Self-Assessment
HELP
REMINDER
Exit
Class
“Nobody Showed Me”!
Meet Sam Showman, who generally will accept any work
assignment you need him to do, but doesn’t proactively
jump in to learn things. Instead he stands off to the side,
or just remains in the background until someone requests
SUPPORTIVE BEHAVIOR
his help. Then he complains that he can’t contribute that

much unless someone shows him what to do. At times,
even after you step him through a work process, you
(High)
wonder how interested he is in learning about the task,

because later he often uses the same excuse such as
“nobody showed me”.
You’ve decided to have a sit down discussion with Sam
about doing whatever it takes to learn the job, and then
remember what was shown to him! Get ready to use your
most effective leadership style throughout this talk.
(Low)

(High)
HIGH MODERATE
Developing
Developed
LOW Can I see that one more

time? I’m not too sure
D4 D3 D2
about how to start.
D1
HELP Menu
Mouse
Continue course
Buttons
Return to Slide
you were just on
Reset
HELP your choices
Exit Proceed
Support This is definitely a questionable
choice of styles, especially if it used
exclusively of other styles.

Negligible, but with a strong emphasis on two-
This employee may interpret your support as an
Attempting to support this
employee’s work habits may just
lead to a continuation of the “show
way communications, initiated by you, there’s a approval to continue this kind of behavior. In fact, me” behavior.
chance you can get the employee to see the the behavior may even worsen with just support.
error of his ways. For a reminder of what the
Supporting leadership style does,
HELP Menu
You might want to consider another
Mouse choice of style, or maybe even a
Continue course L Employee Morale
Buttons
blend of styles.
H
Supporting” is for moderate to high development level. People of this

Back to confidence or insecurity. However, if they are confident but uncommitted,
This Situation their reluctance to perform is more of a motivational problem than a
confidence problem. In either case, the leader needs to open up
Back to communication through two-way communication and active listening and to
support followers’ effort to use the skills they already have. Thus, a
All Situations
Supporting style has the highest probability of being effective with individuals
at this development level. This style is called Supporting because the leader
Next Part of Course and follower share in decision-making, with the key roles of the leader being
Self-Assessment listening and facilitating.
HELP
REMINDER
Exit
Class
Coachin
g Benefits of using this Style Challenges with using this Style
Encourages two-way communications with the None of significance.
employee in order to discuss potential blocks to
This is a better choice of styles,
and can be blended with other
styles. Coaching may just be what
proactively engaging in the task at hand. Can this employee needs at this point.
also provide support for the activities he has
demonstrated willing participation in. For a reminder of what the
Coaching leadership style does,
HELP Menu L Employee Morale You might want to consider
Mouse H emphasizing this style with a blend
Continue course
of other styles.
Buttons
Coaching is for low to moderate development level. People

Back to Coaching style that provides directive behavior (because of
This Situation their lack of competence) but also supportive behavior to build
Back to at this development level. This style is called Coaching
All Situations because most people know that coaches both direct and
Next Part of Course communication helps build confidence and motivation on the
Self-Assessment part of the follower, while keeping responsibility for and control
HELP
REMINDER
Exit
Class
Delegat
ing
This is a less than optimal choice
of styles, especially if it is not used
in conjunction with other styles. It
Used exclusively of other styles might prove to be It might not be enough emphasis on problem- might suggest to the employee that
ineffectual. solving, and could send a message that he can everything is fine and to continue
continue with his position on handling tasks.
with his behavior.
Delegating leadership style does,
HELP Menu click on the Reminder Button you
Mouse see in lower part of this screen.
Continue course L Employee Morale
You might want to consider this
Buttons H
style with a blend of other styles.
“Delegating” is for persons at high development level on a

particular task. People at this development level are both
Back to profile Delegating style that provides little direction and support
This Situation has the highest probability of being effective with individuals at
this development level. Even though the leader may still
Back to identify the problem, the responsibility for carrying out plans is
All Situations given to these experienced followers. They are permitted to
run the “show” and decide on how, when, and where the task is
Next Part of Course to be accomplished. Since they are psychologically mature,
Self-Assessment they do not need above average amounts of two-way
HELP
REMINDER
Exit
Class
Directin
g
This choice of styles has some
benefit, but only if it used in
conjunction with other styles. It can
Blended in with the use of other Leadership This will probably be seen by the employee as put too much restriction and
Styles, you could specifically offer a way to this dictating every detail in how he does his job, specific instructions on the
employee that would allow him to use more instead of allowing him to decide how to achieve
initiative in handling tasks. a better outcome. employee.
Directing leadership style does,
HELP Menu
Mouse L Employee Morale
Continue course
H You might want to consider this
Buttons style with a blend of other styles.
Directing is for low development level. People who are high

on commitment but low on competence are enthusiastic
Back to beginners. They are excited to get started and learn. Thus a
This Situation Directing style that provides clear, specific directing and close
supervision has the highest probability of being effective. Since
Back to commitment is high, support is not needed from the leader.
All Situations Again, this style is called Directing because it’s characterized
by the leader defining roles and telling people what, how, when,
Self-Assessment
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you were just on
HELP
Here’s a chance for you to look into,
Exit and ultimately at your leadership
Class style. When you click on the link
below, you will begin a self-
assessment about your particular
style.
Be candid and honest with your
answers. There are no “right” or
“wrong” responses, just your
perspective on things.
Click on the Link below and Have
fun!
Personal Style Assessment

HELP Menu
Personal Style
My Preferences A B C D
AssessmentMouse
and
Reset Summary Continue course
Pace Fast Fast Slow Slow Buttons
Deliberate Spontaneous Relaxed Calculated In the table, for each of the
characteristics in the first
Key Needs Control Praise Friends Accuracy Reset column, click in one of the
Leadership Recognition Relationships Information blocks of words on the right that
represents you most of the time
Behavior Self-contained Approachable Informal Distant Reset in your work environment.
Direct Direct Indirect Passive Work across the table by
clicking only 1 block for each
Appearance Businesslike Fashionable Casual Functional Reset
Professional Stylish Comfortable Conservative row.
If you need to change the
Priority Get results Be noticed Be liked Be correct choice you selected, just click
Task/results Get attention Have friends Understood
Reset
on the Orange Reset button,
then make your choice for that
Concerns Goals Visions Feelings Systems
Objectives Dreams Emotions Procedures Reset Row again.
After you’ve made your entries,
Fears Loss of control Loss of prestige Conflict with others To be correct click on the Purple Button at
Reset the bottom of the screen to total
your column scores.
Would like others Be committed Be exciting and Be pleasant Be factual
to… Take action Stimulating Show concern and precise Reset
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environment Efficient Cluttered Warm Organized you were just on
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Considerations it? HELP
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strengths Make decisions Motivating Teamwork Analysis
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Gain security Control Other’s approval Friendships Thoroughness Class
through Leadership Playfulness Cooperation Preparation Reset
Find Out
Totals What Your
Total = 1 Total = 2 Total = 8 Total = 2 Total your
choices Scores Mean
The following slides are Leadership Styles choices relating to
the Recreation Center Worker with Communications
Challenges towards misbehaving children.
This scenario is the “Multi-Choice” situation – Slide #39.
You chose
(High)
SUPPORTING COACHING
Supporting!
SUPPORTIVE BEHAVIOR
Gives the follower his choice in how May not be enough emphasis on City
he goes about adjusting his behavior policies and procedures about
(Low)
and communications in challenging interacting with children while under (Low) DIRECTIVE BEHAVIOR (High)
situations. the care and supervision of City-
sponsored activities.
L Employee Morale
A somewhat H
questionable selection by
itself. The employee’s
Back to behavior being exhibited
This Situation towards a child, even
one who is disruptive
Next Part of Course and challenging must be
Practice Scenarios addressed. Perhaps
HELP Menu blending this style with
others may offer a more
HELP How to pick up where you left off in the complete solution.
course.
Exit
Class
(High)
SUPPORTING COACHING
You chose Supporting and
Delegating!
SUPPORTIVE BEHAVIOR
“Delegating.” In this style, the leader discusses the problems with subordinate(s)
until joint agreement is achieved on problem definition and then the decision-
making process is delegated totally to the follower. Now it is the subordinate who
has significant control for deciding how tasks are to be accomplished. Follower(s)
are allowed to “run their own show” because they have both competence and
(Low)
confidence to take responsibility for directing their own behavior. (Low) DIRECTIVE BEHAVIOR (High)
Benefits of using these Styles Challenges with using these Styles
Gives the follower his choice in how he None of any significance. Leadership Style Participant's Guide Page 3
goes about adjusting his behavior and

communications in challenging situations.
And also provides the Leader an L Employee Morale
opportunity to emphasize the importance
of restraint even in the most challenging H
situations.
Back to
This Situation
A comprehensive and effective

Next Part of Course
HELP Menu blend of Leadership Styles that
Practice Scenarios
should prove successful in giving
Information about using the Mouse. the employee the strict behavior
HELP How to pick up where you left off in theguidelines,

course. and at the same time
The Navigation Buttons. allowing him autonomy in how he
adjusts his communications.
Exit
Class
(High)
SUPPORTING COACHING
You chose Supporting, Delegating and

Coaching!
“Supporting.” Here the locus of control for day-to-day decision-making and problem-
SUPPORTIVE BEHAVIOR
solving shifts from leader to follower. The leader’s role is to provide recognition and to
actively listen and facilitate problem-solving/decision-making on the part of the follower.
This is appropriate since the follower has the ability and knowledge to do the task whenever
the use of this style is warranted.
“Delegating.” In this style, the leader discusses the problems with subordinate(s) until joint
agreement is achieved on problem definition and then the decision-making process is
delegated totally to the follower. Now it is the subordinate who has significant control for
deciding how tasks are to be accomplished. Follower(s) are allowed to “run their own show”
because they have both competence and confidence to take responsibility for directing their
(Low)
own behavior.
“Coaching.” In this style, the leader still provides a great deal of direction and leads with (Low) DIRECTIVE BEHAVIOR (High)
his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as
well as their ideas and suggestions. While two-way communication and support are A slightly more comprehensive
increased, control over decision-making remains with the leader. blendLeadership
of Leadership Styles that
Style Participant's Guide Page
should prove successful in

steering the employee toward
Gives the follower his choice in how he Probably not any of significance, as long strict behavior guidelines, and
goes about adjusting his behavior and as giving Direction is couched in a at the same time allowing him
communications in challenging situations.Coaching manner.
And also provides the Leader an
autonomy in how he adjusts his
opportunity to emphasize the importance communications. This
of restraint even in the most challenging combination provides more
situations. Direction where needed.
Coaching could add some direction in
Back to case the employee is confused or
This Situation resistant to changing his behavior.
Next Part of Course

Practice Scenarios
HELP Menu
Using the Mouse.
HELP
P
ick up where you left off in the course.
Exit Navigation Buttons. L Employee Morale
Class H
(High)
SUPPORTING COACHING
You chose all of the Leadership Styles!

SUPPORTIVE BEHAVIOR
(Low)
own behavior.
“Coaching.” In this style, the leader still provides a great deal of direction and leads with (Low) DIRECTIVE BEHAVIOR (High)
well as their ideas and suggestions. While two-way communication and support are This combination of all styles
increased, control over decision-making remains with the leader. wouldLeadership
be over the top. There is
“Directing.” The leader defines the roles of followers and tells them what, how, when, and
where to do various tasks. Problem-solving and decision-making are initiated solely by the
strong potential for the
manager. Solutions and decisions are announced; communication is largely one-way, and employee feeling confused and
implementation is closely supervised by the leader. berated.
At an early stage in these types
Benefits of using these Styles Challenges with using these Styles of situations, Coaching,
Unfortunately, very few. These many This would be “overkill” in terms of what Supporting, and Delegating
different Leadership Styles can be type of communications would be would be more than enough.
confusing to both the employee and the meaningful to a successful outcome.
Back to leader.
This Situation
Next Part of Course

Practice Scenarios
HELP Menu
using the Mouse.
L Employee Morale
HELP pick up where you left off in the course.
H
Navigation Buttons.
Exit
Class
(High)
SUPPORTING COACHING
You chose Supporting and Coaching!
SUPPORTIVE BEHAVIOR
“Coaching.” In this style, the leader still provides a great deal of direction and leads with
(Low)
his/her ideas, but he or she also attempts to hear the followers’ feelings about decisions as (Low) DIRECTIVE BEHAVIOR (High)
well as their ideas and suggestions. While two-way communication and support are
increased, control over decision-making remains with the leader.
Leadership Style Participant's Guide Page

An effective blend of styles that
Gives the follower his choice in how he A caution exists with Leader assuming should provide direction for the
goes about adjusting his behavior and too much of the decision-making control. employee, while allowing for
communications in challenging situations. dialogue. The leader has to be
opportunity to emphasize the importance careful not to over-emphasize
of restraint even in the most challenging taking control of the decision-
situations. making.
Back to
This Situation
L Employee Morale
Next Part of Course
H
Practice Scenarios HELP Menu
using the Mouse.
pick up where you left off in the course.
HELP
Navigation Buttons.
Exit
Class
(High)
SUPPORTING COACHING
You chose Supporting and Directing!
SUPPORTIVE BEHAVIOR
(Low)
where to do various tasks. Problem-solving and decision-making are initiated solely by the (Low) DIRECTIVE BEHAVIOR (High)
manager. Solutions and decisions are announced; communication is largely one-way, and
implementation is closely supervised by the leader.

This call is definitely
questionable, since the styles
Questionable since the two styles are at This may be the ultimate confusing are mostly at odds. This could
opposite ends of the continuum. communication since supporting and cause additional problems
directing at the same time is almost a
paradox. rather than solve the one at
hand.
Back to
This Situation
Next Part of Course

Practice Scenarios L Employee Morale
HELP Menu H
using the Mouse.

HELP
Navigation Buttons.
Exit
Class
(High)
SUPPORTING COACHING
You chose Supporting, Coaching and

Directing!
SUPPORTIVE BEHAVIOR
This is appropriate since the follower has the ability and knowledge to do the task whenever DELEGATING DIRECTING
(Low)
A very questionable choice of

Benefits of using these Styles Challenges with using these Styles styles blending. Supporting and
Directing are polar opposites.
Very few, since two of the styles conflict Attempting to mix or blend styles, when This will only be a confusing
with one another. they are so different will lend itself to and mixed-signal discussion
confusing communications, and not
accomplish the objectives. with the employee.
Back to
This Situation
Next Part of Course L Employee Morale

Practice Scenarios HELP Menu H
using the Mouse.

HELP
Navigation Buttons.
Exit
Class
(High)
SUPPORTING COACHING
You chose Delegating!
SUPPORTIVE BEHAVIOR
own behavior.
(Low)
Benefits of using this Style Challenges with using this Style A very targeted Leadership
HELP Menu Style Leadership
that should prove
Gives the follower his choice in how he Probably not any of significance, yet a
goes about adjusting his behavior and follow-up session is called for.
successful in steering the
using the Mouse. communications in challenging situations. employee toward strict behavior
And also provides the Leader an guidelines, and at the same
pick up where you left off inopportunity
the course.to emphasize the importance
time allowing him autonomy in
of restraint even in the most challenging
Navigation Buttons. how he adjusts his
situations.
communications. This Style
allows for follow-up and more
direction where needed.
Back to
This Situation
L Employee Morale
Next Part of Course H
Practice Scenarios
HELP
Exit
Class
(High)
SUPPORTING COACHING
You chose Delegating and Coaching!

SUPPORTIVE BEHAVIOR
own behavior.
(Low)

HELP Menu Gives the follower his choice in how he Probably not any of significance. Follow- A blend of Leadership Styles
goes about adjusting his behavior and up may be called for in this scenario. that should prove successful in
communications in challenging situations. steering the employee toward
using the Mouse. And also provides the Leader an strict behavior guidelines, and
opportunity
pick up where you left off in to emphasize the importance
the course.
of restraint even in the most challenging at the same time allowing him
Navigation Buttons. situations. autonomy in how he adjusts his
Coaching could add some direction in communications. Follow-up may
case the employee is confused or be called for as well.
resistant to changing his behavior.
Back to
This Situation
Next Part of Course

Practice Scenarios L Employee Morale
H
HELP
Exit
Class
(High)
SUPPORTING COACHING
You chose Delegating and Directing!

SUPPORTIVE BEHAVIOR
own behavior.
(Low)

This combination of styles
wouldLeadership
be questionable.
Style Participant's Guide
There is Page
HELP Menu
In this case, very few, if any at all. This might send mixed signals to the strong potential for the
Delegating and Directing can be at odds employee. Although guidance with employee feeling told what to
using the Mouse. in this scenario. behavioral responses is called for,
Directing might come across as do, as opposed to figuring that
pick up where you left off in the course. overbearing. out for himself and then
Navigation Buttons. implementing it.
Other combinations would
prove more effective.
Back to
This Situation L Employee Morale
H
Next Part of Course
Practice Scenarios
HELP
Exit
Class
(High)
SUPPORTING COACHING
You chose Delegating, Coaching and

Directing!
SUPPORTIVE BEHAVIOR
own behavior.
(Low)
In this case, very few, if any at all. This would send multiple mixed signals to
Delegating and Directing can be at odds the employee. Although guidance with This combination of styles
in this scenario. Directing and Coaching behavioral responses is called for, would be questionable and
will work against each other too. Directing might come across as confusing. This employee may
overbearing. Coaching is the better
choice at this stage.
come away from the counseling
session with less clarification
and guidance than hoped for.
Back to
This Situation
L Employee Morale
Next Part of Course H
using the Mouse.

Navigation Buttons.
Exit
Class
(High)
SUPPORTING COACHING
You chose Coaching!
SUPPORTIVE BEHAVIOR
Gives the follower his choice in how he Probably not any of significance. Follow-
(Low)
goes about adjusting his behavior and up may be called for in this scenario.
communications in challenging situations. (Low) DIRECTIVE BEHAVIOR (High)

opportunity to emphasize the importance
of restraint even in the most challenging Leadership Style Participant's Guide Page
situations, while providing some direction A Leadership Style that should
in case the employee is confused or prove successful in steering the
resistant to changing his behavior.
employee toward strict behavior
guidelines, and at the same
time allowing him autonomy in
how he adjusts his
communications. Follow-up may
be called for as well.
Back to
This Situation L Employee Morale
H
Next Part of Course
using the Mouse.

Navigation Buttons.
Exit
Class
(High)
SUPPORTING COACHING
You chose Coaching and Directing!
SUPPORTIVE BEHAVIOR
(Low)
In this case, very few, if any at all. This would send mixed signals to the Leadership Style Participant's Guide Page
Coaching and Directing can be at odds in employee. Although guidance with
this scenario. behavioral responses is called for,
Directing might come across as
overbearing. Coaching is the better This combination of styles
choice at this stage. would be questionable and
confusing. This employee may
come away from the counseling
session with less clarification
Back to HELP Menu

This Situation
using the Mouse. L Employee Morale

Next Part of Course
Practice Scenarios pick up where you left off in the course. H
Navigation Buttons.
HELP
Exit
Class
(High)
SUPPORTING COACHING
You chose Directing!
SUPPORTIVE BEHAVIOR
(Low)
At this stage (first occurrence that you Since this employee is just starting out in
have observed), this might be overkill. your organization, this Style would
probably be perceived as overbearing Leadership Style Participant's Guide Page
and stifling. A Leadership Style that might

prove devastating, especially
going forward. This might be
too much too soon.
HELP Menu Coaching would be a better
start here.
using the Mouse.
Back to Navigation Buttons.
This Situation
Next Part of Course

Practice Scenarios
L Employee Morale
H
HELP
Exit
Class
(High)
SUPPORTING COACHING
You chose Supporting, Delegating and

Directing!
SUPPORTIVE BEHAVIOR
(Low)
own behavior.
“Directing.” The leader defines the roles of followers and tells them what, how, when, and (Low) DIRECTIVE BEHAVIOR (High)
implementation is closely supervised by the leader. Leadership Style Participant's Guide Page
HELP Menu Benefits of using these Styles Challenges with using these Styles
None. This would send multiple mixed signals to This combination of styles
using the Mouse. the employee. Although guidance with would be questionable and
pick up where you left off in the course. behavioral responses is called for, confusing. This employee may
Directing might come across as come away from the counseling
Navigation Buttons. overbearing. Supporting is not called for
at this stage. session with less clarification
Back to
This Situation
Next Part of Course

Practice Scenarios
L Employee Morale
H
HELP
Exit
Class
the “Know-It-All” Worker with Team work Challenges towards
co-workers.
Supporting &
but have variable commitment toward the assigned
task. Their variable motivation is often a function of a
lack of confidence or insecurity. However, if they are
confident but uncommitted, their reluctance to perform
Delegating
Benefits of using these Styles Challenges with using these Styles is more of a motivational problem than a confidence
Questionable, since this employee exhibits too In combination there is the potential for confusion problem. In either case, the leader needs to open up
much confidence, therefore limiting the amount of and mixed signals. communication through two-way communication and
Support you can offer. Delegating his active listening and to support followers’ effort to use
improvement does have merit. the skills they already have. Thus, a Supporting style
has the highest probability of being effective with
individuals at this development level. This style is
called Supporting because the leader and follower
leader being listening and facilitating.
L Employee Morale
H “Delegating” is for persons at high development
HELP Menu level are both competent and motivated to take
You might want to rethink this
Mouse responsibility. Thus, a low profile Delegating style that
provides little direction and support has the highest combo. Support would be hard to
Continue course
Buttons probability of being effective with individuals at this communicate here, even though
development level. Even though the leader may still ultimately you will Delegate his
identify the problem, the responsibility for carrying out responsibility to improve.
Back to permitted to run the “show” and decide on how, when, If you need more info about each
This Situation and where the task is to be accomplished. Since they Style, just click on the appropriate
are psychologically mature, they do not need above
Back to average amounts of two-way communication or
All Situations supportive behavior.
Next Part of Course

Self-Assessment
Supporting
Reminder
HELP
Delegating
Exit Reminder
Class
Supporting & level. People of this development level are

competent but have variable commitment toward the
assigned task. Their variable motivation is often a
function of a lack of confidence or insecurity.
Coaching
Benefits of using these Styles Challenges with using these Styles However, if they are confident but uncommitted, their
reluctance to perform is more of a motivational
A mixed signal potential is high here since the The employee may not be able to discern problem than a confidence problem. In either case,
behavior to support must be superseded by the between what you are supporting versus what the leader needs to open up communication through
behavior to improve. you are Coaching him to change. two-way communication and active listening and to
support followers’ effort to use the skills they already
making, with the key roles of the leader being
L Employee Morale listening and facilitating.
H
Coaching is for low to moderate development level.
HELP Menu
People who have some competence but lack commitment
Mouse to take responsibility need both direction and support. A questionable combo. In this
Continue course Thus a Coaching style that provides directive behavior case, Supporting and Coaching
Buttons (because of their lack of competence) but also supportive
behavior to build confidence and enthusiasm is most
just don’t mix.
appropriate with individuals at this development level. If you need more info about each
Back to This style is called Coaching because most people know
that coaches both direct and support their people. This Style, just click on the appropriate
This Situation Reminder button to my left.
style which encourages two-way communication helps
build confidence and motivation on the part of the
Back to follower, while keeping responsibility for and control over
All Situations decision-making with the leader.
Next Part of Course

Self-Assessment
Supporting
HELP Reminder
Coaching
Exit Reminder
Class
Supporting & Directing is for low development level.
beginners. They are excited to get
Directing
Benefits of using these Styles Challenges with using these Styles started and learn. Thus a Directing style
Hardly any since the Styles in this instance can Too much potential for confusion about what is that provides clear, specific directing and
conflict. the productive behavior and what needs to be close supervision has the highest
imporved. probability of being effective. Since
commitment is high, support is not
needed from the leader. Again, this style
is called Directing because it’s
characterized by the leader defining roles
and telling people what, how, when, and
where to do various tasks.
L Employee Morale Supporting” is for moderate to high development

H level. People of this development level are
HELP Menu assigned task. Their variable motivation is often a
Mouse This is a conflict of Styles. In this
However, if they are confident but uncommitted, their
Continue course
reluctance to perform is more of a motivational scenario, the employee needs
Buttons
problem than a confidence problem. In either case, more Coaching and Directing than
the leader needs to open up communication through Supporting.
two-way communication and active listening and to
Back to support followers’ effort to use the skills they already If you need more info about each
This Situation have. Thus, a Supporting style has the highest Style, just click on the appropriate
Back to development level. This style is called Supporting
All Situations
listening and facilitating.
Next Part of Course
Self-Assessment
Supporting
HELP Reminder
Exit Directing
Reminder
Class
Supporting, Delegating,
and Coaching
Coaching is for low to moderate development
Hardly any. Too many Styles to carry on an The employee may become confused and level. People who have some competence but lack
effective communications with the employee. overwhelmed by the mix of communications. commitment to take responsibility need both direction
and support. Thus a Coaching style that provides
directive behavior (because of their lack of
competence) but also supportive behavior to build
confidence and enthusiasm is most appropriate with
Supporting” is for moderate to high development level. called Coaching because most people know that
People of this development level are competent but have coaches both direct and support their people. This
variable commitment toward the assigned task. Their variable style which encourages two-way communication helps
L Employee Morale motivation is often a function of a lack of confidence or build confidence and motivation on the part of the
H insecurity. However, if they are confident but uncommitted, follower, while keeping responsibility for and control
their reluctance to perform is more of a motivational problem over decision-making with the leader.
HELP Menu than a confidence problem. In either case, the leader needs
to open up communication through two-way communication
Mouse and active listening and to support followers’ effort to use the
Continue course skills they already have. Thus, a Supporting style has the
Buttons highest probability of being effective with individuals at this This is a case of too many Styles.
development level. This style is called Supporting because A blend is called for, but more
the leader and follower share in decision-making, with the key focused on two complementary
roles of the leader being listening and facilitating.
Back to Styles.
This Situation
If you need more info about each
“Delegating” is for persons at high development level on Style, just click on the appropriate
Back to
All Situations
a particular task. People at this development level are both Reminder button to my left.
Next Part of Course individuals at this development level. Even though the leader
Supporting
Self-Assessment may still identify the problem, the responsibility for carrying Reminder
out plans is given to these experienced followers. They are
where the task is to be accomplished. Since they are
Delegating
HELP psychologically mature, they do not need above average Reminder
amounts of two-way communication or supportive behavior.
Exit Coaching
Reminder
Class
Supporting, Delegating, and Supporting” is for moderate to high development level.
Directing
People of this development level are competent but have
Hardly any. Too many Styles to carry on The employee may become confused variable commitment toward the assigned task. Their variable
an effective communications with the and overwhelmed by the mix of motivation is often a function of a lack of confidence or
employee. communications. insecurity. However, if they are confident but uncommitted,
their reluctance to perform is more of a motivational problem
than a confidence problem. In either case, the leader needs to
open up communication through two-way communication and
active listening and to support followers’ effort to use the skills
they already have. Thus, a Supporting style has the highest
Directing is for low development level. People who are
high on commitment but low on competence are enthusiastic
development level. This style is called Supporting because the
beginners. They are excited to get started and learn. Thus a
leader and follower share in decision-making, with the key roles
L Employee Morale Directing style that provides clear, specific directing and close
of the leader being listening and facilitating.
H supervision has the highest probability of being effective.
Since commitment is high, support is not needed from the
HELP Menu leader. Again, this style is called Directing because it’s
characterized by the leader defining roles and telling people
Mouse what, how, when, and where to do various tasks.
This is a case of too many Styles.
Continue course A blend is called for, but more
Buttons focused on two complementary
Styles.
“Delegating” is for persons at high development level on
Back to a particular task. People at this development level are both If you need more info about each
This Situation profile Delegating style that provides little direction and
Style, just click on the appropriate
support has the highest probability of being effective with Reminder button to my left.
Back to individuals at this development level. Even though the leader
may still identify the problem, the responsibility for carrying
All Situations out plans is given to these experienced followers. They are
Next Part of Course psychologically mature, they do not need above average
Supporting
Self-Assessment amounts of two-way communication or supportive behavior. Reminder
Delegating
HELP Reminder
Exit Directing
Reminder
Class
Supporting, Coaching, Supporting” is for moderate to high development level. People of this
and Directing
Hardly any. Too many Styles to carry on The employee may become confused confidence or insecurity. However, if they are confident but uncommitted,
an effective communications with the and overwhelmed by the mix of their reluctance to perform is more of a motivational problem than a
employee. communications. confidence problem. In either case, the leader needs to open up
Supporting style has the highest probability of being effective with
individuals at this development level. This style is called Supporting
because the leader and follower share in decision-making, with the key
L Employee Morale
H Coaching is for low to moderate development level. People
HELP Menu responsibility need both direction and support. Thus a This is a case of too many Styles.
Mouse Coaching style that provides directive behavior (because of A blend is called for, but more
their lack of competence) but also supportive behavior to build
Continue course
confidence and enthusiasm is most appropriate with individuals focused on two complementary
Buttons at this development level. This style is called Coaching Styles.
support their people. This style which encourages two-way If you need more info about each
Back to communication helps build confidence and motivation on the Style, just click on the appropriate
part of the follower, while keeping responsibility for and control
Back to
All Situations high on commitment but low on competence are enthusiastic
Directing style that provides clear, specific directing and close
Next Part of Course supervision has the highest probability of being effective. Supporting
Self-Assessment Since commitment is high, support is not needed from the Reminder
leader. Again, this style is called Directing because it’s
what, how, when, and where to do various tasks. Coaching
HELP Reminder
Exit Directing
Reminder
Class
Supporting” is for moderate to high development level.
All Four Leadership

variable commitment toward the assigned task. Their
variable motivation is often a function of a lack of confidence
or insecurity. However, if they are confident but
uncommitted, their reluctance to perform is more of a
Styles
Benefits of using these Styles Challenges with using these
Styles motivational problem than a confidence problem. In either
case, the leader needs to open up communication through
None. This is overkill! Too many points of views coming at two-way communication and active listening and to support
the employee. followers’ effort to use the skills they already have. Thus, a
Supporting style has the highest probability of being
effective with individuals at this development level. This
style is called Supporting because the leader and follower
Coaching is for low to moderate development level. share in decision-making, with the key roles of the leader
People who have some competence but lack commitment being listening and facilitating.
to take responsibility need both direction and support.
L Employee Morale Thus a Coaching style that provides directive behavior
H (because of their lack of competence) but also supportive
appropriate with individuals at this development level.
high on commitmentThisbutislow on competence
a case of way are tooenthusiastic
many
HELP Menu This style is called Coaching because most people know
that coaches both direct and support their people. This Styles. A clear,
blend is called for,and
but
Mouse Directing style that provides specific directing close
Continue course build confidence and motivation on the part of the more focused on two
supervision has the highest probability of being effective.
Since commitment is high, support is not
complementary needed from the
Styles.
Buttons follower, while keeping responsibility for and control over
characterized byIfthe leader
you needdefining
more roles andabout
info telling people
each
what, how, when, and where to do various tasks.
Back to
This Situation “Delegating” is for persons at high development level on Reminder button to my left.
a particular task. People at this development level are both
Back to profile Delegating style that provides little direction and
Supporting
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individuals at this development level. Even though the leader
Next Part of Course permitted to run the “show” and decide on how, when, and
Delegating
Self-Assessment where the task is to be accomplished. Since they are Reminder
psychologically mature, they do not need above average
Coaching
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Delegating and
level. People who have some competence but lack
commitment to take responsibility need both direction
Coaching
Benefits of using these Styles Challenges with using these Styles competence) but also supportive behavior to build
You will be able to provide, as well as help the Very few, if any at all. individuals at this development level. This style is
employee discover the corrective steps to take, called Coaching because most people know that
and at the same time allow him to figure out the coaches both direct and support their people. This
implementation of his strategy. style which encourages two-way communication
helps build confidence and motivation on the part of
the follower, while keeping responsibility for and
control over decision-making with the leader.
L Employee Morale
H
HELP Menu a particular task. People at this development level are both Excellent choice of Styles.
Mouse competent and motivated to take responsibility. Thus, a low Coaching is called for, while
Continue course
Delegating how he improves
Buttons should make the process more
may still identify the problem, the responsibility for carrying successful.
Back to permitted to run the “show” and decide on how, when, and If you need more info about each
This Situation where the task is to be accomplished. Since they are
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Delegating and Directing is for low development level. People
who are high on commitment but low on
competence are enthusiastic beginners. They are
Directing
Benefits of using these Styles Challenges with using these Styles excited to get started and learn. Thus a Directing
style that provides clear, specific directing and
May be questionable. Directing may be too much A confusing mix of Styles. Directing may be too close supervision has the highest probability of
at this point, while Delegating is called for. much at this stage. being effective. Since commitment is high,
support is not needed from the leader. Again, this
style is called Directing because it’s characterized
by the leader defining roles and telling people
L Employee Morale “Delegating” is for persons at high development level on

H competent and motivated to take responsibility. Thus, a low
HELP Menu
support has the highest probability of being effective with Not the best combo of Styles. At
Mouse individuals at this development level. Even though the leader
this stage another more
Continue course
Buttons out plans is given to these experienced followers. They are complementary set of Styles is
permitted to run the “show” and decide on how, when, and called for.
psychologically mature, they do not need above average If you need more info about each
Back to amounts of two-way communication or supportive behavior.
This Situation
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Delegating, Coaching, and
Directing
Benefits of using these Styles Challenges with using these Coaching is for low to moderate development level. People
Styles who have some competence but lack commitment to take
None. Confusion, overkill and high risk of Coaching style that provides directive behavior (because of
failure to improve. their lack of competence) but also supportive behavior to build
communication helps build confidence and motivation on the
high on commitment but low on competence are
enthusiastic beginners. They are excited to get started
L Employee Morale and learn. Thus a Directing style that provides clear,
H specific directing and close supervision has the highest
probability of being effective. Since commitment is high,
HELP Menu support is not needed from the leader. Again, this style is These three Styles will work
Mouse called Directing because it’s characterized by the leader
defining roles and telling people what, how, when, and against each other in this scenario
Continue course
Buttons
where to do various tasks. and at this stage in the problem
solving.
“Delegating” is for persons at high development level on If you need more info about each
Back to
a particular task. People at this development level are both Style, just click on the appropriate
This Situation competent and motivated to take responsibility. Thus, a low Reminder button to my left.
Back to support has the highest probability of being effective with
All Situations may still identify the problem, the responsibility for carrying
Next Part of Course where the task is to be accomplished. Since they are Delegating
Self-Assessment psychologically mature, they do not need above average Reminder
Coaching
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Coaching and Directing is for low development level. People
who are high on commitment but low on
Directing
competence are enthusiastic beginners. They are
excited to get started and learn. Thus a Directing
At this stage, any benefits are questionable. A less-than-optimal mix of Styles. Might send a style that provides clear, specific directing and
message of overbearing supervision to the close supervision has the highest probability of
employee. being effective. Since commitment is high,
support is not needed from the leader. Again, this
style is called Directing because it’s characterized
by the leader defining roles and telling people

L Employee Morale who have some competence but lack commitment to take
H responsibility need both direction and support. Thus a
HELP Menu their lack of competence) but also supportive behavior to build
Mouse at this development level. This style is called Coaching
Continue course Not the best mix in this case.
Buttons support their people. This style which encourages two-way Too much potential supervising.
part of the follower, while keeping responsibility for and control If you need more info about each
Back to over decision-making with the leader. Style, just click on the
This Situation appropriate Reminder button to
my left.
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the “Full Plate” Worker with Time Management challenges.
Supporting &
Delegating
Minimal without bringing other Styles. Lacks Direction and Guidance for this employee. problem. In either case, the leader needs to open up
communication through two-way communication and
active listening and to support followers’ effort to use
the skills they already have. Thus, a Supporting style
“Delegating” is for persons at high development
L Employee Morale
H level are both competent and motivated to take
HELP Menu responsibility. Thus, a low profile Delegating style that
provides little direction and support has the highest You might want to rethink this
Mouse probability of being effective with individuals at this combo. Support would be hard to
Continue course development level. Even though the leader may still
Buttons communicate here, and
identify the problem, the responsibility for carrying out
Delegating at this stage is
permitted to run the “show” and decide on how, when, questionable.
Back to and where the task is to be accomplished. Since they
are psychologically mature, they do not need above If you need more info about each
This Situation
average amounts of two-way communication or Style, just click on the appropriate
supportive behavior. Reminder button to my left.
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Coaching
Only the Coaching will reap benefits here. Mixing The employee may not be able to discern problem than a confidence problem. In either case,
that Style in with Supporting may prove between what you are supporting versus what the leader needs to open up communication through
unsuccessful. you are Coaching her to change. two-way communication and active listening and to
H Coaching is for low to moderate development level.
HELP Menu
Mouse Thus a Coaching style that provides directive behavior A questionable combo. In this
Continue course (because of their lack of competence) but also supportive case, Supporting and Coaching
Buttons behavior to build confidence and enthusiasm is most
just don’t mix.
This style is called Coaching because most people know If you need more info about each
Back to that coaches both direct and support their people. This
style which encourages two-way communication helps Style, just click on the appropriate
build confidence and motivation on the part of the
follower, while keeping responsibility for and control over
Back to decision-making with the leader.
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Directing
None. These are conflicting Styles in this Too much potential for confusion about what is that provides clear, specific directing and
scenario. the productive behavior and what needs to be close supervision has the highest
improved. probability of being effective. Since
Supporting” is for moderate to high development where to do various tasks.
level. People of this development level are
L Employee Morale competent but have variable commitment toward the
H assigned task. Their variable motivation is often a
HELP Menu
Mouse reluctance to perform is more of a motivational This is a conflict of Styles. In this
Continue course problem than a confidence problem. In either case, scenario, the employee needs
Buttons the leader needs to open up communication through
two-way communication and active listening and to
more Coaching and Directing than
support followers’ effort to use the skills they already Supporting.
Back to have. Thus, a Supporting style has the highest
probability of being effective with individuals at this If you need more info about each
This Situation Style, just click on the appropriate
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and Coaching
Supporting” is for moderate to high development level. called Coaching because most people know that
People of this development level are competent but have coaches both direct and support their people. This
variable commitment toward the assigned task. Their variable style which encourages two-way communication helps
L Employee Morale motivation is often a function of a lack of confidence or build confidence and motivation on the part of the
H insecurity. However, if they are confident but uncommitted, follower, while keeping responsibility for and control
their reluctance to perform is more of a motivational problem over decision-making with the leader.
HELP Menu than a confidence problem. In either case, the leader needs
Mouse to open up communication through two-way communication
Continue course and active listening and to support followers’ effort to use the
Buttons
skills they already have. Thus, a Supporting style has the This is a case of too many Styles.
highest probability of being effective with individuals at this
development level. This style is called Supporting because
A blend is called for, but more
the leader and follower share in decision-making, with the key focused on two complementary
Back to roles of the leader being listening and facilitating. Styles.
This Situation
Back to a particular task. People at this development level are both
All Situations competent and motivated to take responsibility. Thus, a low Reminder button to my left.
Next Part of Course individuals at this development level. Even though the leader Supporting
may still identify the problem, the responsibility for carrying Reminder
Self-Assessment out plans is given to these experienced followers. They are
where the task is to be accomplished. Since they are Delegating
HELP psychologically mature, they do not need above average Reminder
Exit Coaching
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Directing
Directing is for low development level. People who are development level. This style is called Supporting because the
high on commitment but low on competence are enthusiastic leader and follower share in decision-making, with the key roles
L Employee Morale of the leader being listening and facilitating.
H Directing style that provides clear, specific directing and close
supervision has the highest probability of being effective.
HELP Menu Since commitment is high, support is not needed from the
Mouse leader. Again, this style is called Directing because it’s This is a case of too many Styles.
Continue course characterized by the leader defining roles and telling people A blend is called for, but more
Buttons focused on two complementary
Styles.
Back to “Delegating” is for persons at high development level on

This Situation a particular task. People at this development level are both Style, just click on the appropriate
competent and motivated to take responsibility. Thus, a low Reminder button to my left.
Back to support has the highest probability of being effective with
All Situations individuals at this development level. Even though the leader
Next Part of Course permitted to run the “show” and decide on how, when, and Supporting
Delegating
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and Directing
L Employee Morale
H who have some competence but lack commitment to take
HELP Menu responsibility need both direction and support. Thus a
Mouse their lack of competence) but also supportive behavior to build A blend is called for, but more
Continue course confidence and enthusiasm is most appropriate with individuals focused on two complementary
Buttons at this development level. This style is called Coaching
Styles.
Back to part of the follower, while keeping responsibility for and control Style, just click on the appropriate
This Situation over decision-making with the leader. Reminder button to my left.
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All Four Leadership

Styles
share in decision-making, with the key roles of the leader
being listening and facilitating.
L Employee Morale to take responsibility need both direction and support.
H Thus a Coaching style that provides directive behavior
(because of their lack of competence) but also supportive Directing is for low development level. People who are
behavior to build confidence and enthusiasm is most high on commitment but low on competence are enthusiastic
HELP Menu appropriate with individuals at this development level. beginners. TheyThis is a case
are excited of wayand
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learn. Thus a
This style is called Coaching because most people know Directing style that
Styles. A blend is called for,and
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but
Mouse that coaches both direct and support their people. This supervision has the highest probability of being effective.
Continue course style which encourages two-way communication helps Since commitment more focused
is high, onnottwo
support is needed from the
Buttons build confidence and motivation on the part of the complementary
leader. Again, this Styles.
style is called Directing because it’s
follower, while keeping responsibility for and control over characterized by the leader defining roles and telling people
decision-making with the leader. what, how, when,Ifandyouwhere
need more
to do info
various about each
tasks.
Back to
“Delegating” is for persons at high development
Back to level on a particular task. People at this development Supporting
All Situations level are both competent and motivated to take
responsibility. Thus, a low profile Delegating style that
Reminder
provides little direction and support has the highest
Next Part of Course probability of being effective with individuals at this Delegating
development level. Even though the leader may still
Self-Assessment identify the problem, the responsibility for carrying out
Reminder
permitted to run the “show” and decide on how, when, Coaching
HELP and where the task is to be accomplished. Since they
Reminder
are psychologically mature, they do not need above
average amounts of two-way communication or
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supportive behavior. Directing
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Delegating and
level. People who have some competence but
lack commitment to take responsibility need both
direction and support. Thus a Coaching style that
Coaching
provides directive behavior (because of their lack
Benefits of using these Styles Challenges with using these Styles of competence) but also supportive behavior to
build confidence and enthusiasm is most
You will be able to provide, as well as help the Very few, if any at all.
appropriate with individuals at this development
employee discover the corrective steps to take,
level. This style is called Coaching because most
and at the same time allow her to figure out the people know that coaches both direct and support
best way to prioritize her work tasks. their people. This style which encourages two-
way communication helps build confidence and
motivation on the part of the follower, while
keeping responsibility for and control over
L Employee Morale “Delegating” is for persons at high development level on

H a particular task. People at this development level are both
HELP Menu profile Delegating style that provides little direction and Excellent choice of Styles.
support has the highest probability of being effective with Coaching is called for, while
Mouse
Continue course may still identify the problem, the responsibility for carrying Delegating how she improves
Buttons out plans is given to these experienced followers. They are should make the process more
permitted to run the “show” and decide on how, when, and successful.
Back to psychologically mature, they do not need above average If you need more info about each
Back to
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Coaching
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Delegating and
Directing
May be questionable. Directing may be too much A confusing mix of Styles. Directing may be too
at this point, while Delegating is called for. much at this stage.

characterized by the leader defining roles and telling people Not the best combo of Styles. At
Mouse what, how, when, and where to do various tasks. this stage another more
Continue course
Buttons complementary set of Styles is
called for.
a particular task. People at this development level are both If you need more info about each
Back to competent and motivated to take responsibility. Thus, a low
profile Delegating style that provides little direction and Style, just click on the appropriate
This Situation
support has the highest probability of being effective with Reminder button to my left.
Back to may still identify the problem, the responsibility for carrying
Self-Assessment
Delegating
HELP Reminder
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Directing
L Employee Morale Directing is for low development level. People who are
H high on commitment but low on competence are enthusiastic
HELP Menu beginners. They are excited to get started and learn. Thus a
These three Styles will work
Mouse
supervision has the highest probability of being effective. against each other in this scenario
Continue course
Buttons
Since commitment is high, support is not needed from the and at this stage in the problem
solving.
Back to
This Situation “Delegating” is for persons at high development level on
a particular task. People at this development level are both Reminder button to my left.
All Situations support has the highest probability of being effective with
Next Part of Course out plans is given to these experienced followers. They are Delegating
Self-Assessment permitted to run the “show” and decide on how, when, and Reminder
amounts of two-way communication or supportive behavior. Coaching
HELP Reminder
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Coaching and
Directing
At this stage, any benefits are questionable. A less-than-optimal mix of Styles. Might send a
message of overbearing supervision to the
employee.

Mouse characterized by the leader defining roles and telling people
Continue course what, how, when, and where to do various tasks. Not the best mix in this case.
Buttons Too much potential supervising.
Coaching is for low to moderate development level. People If you need more info about each
Back to who have some competence but lack commitment to take Style, just click on the
responsibility need both direction and support. Thus a appropriate Reminder button to
This Situation Coaching style that provides directive behavior (because of
their lack of competence) but also supportive behavior to build my left.
Back to
All Situations because most people know that coaches both direct and
Next Part of Course part of the follower, while keeping responsibility for and control
Self-Assessment over decision-making with the leader.
Coaching
HELP Reminder
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the “Nobody Showed Me” Worker with Showing Initiative
challenges.
Supporting &
Delegating
There may be substantial potential for Delegating may leave something to be desired, problem. In either case, the leader needs to open up
improvement with this combo, since there seems since it appears this employee requires some communication through two-way communication and
to be “reluctance” on the employee’s part. close supervision.. active listening and to support followers’ effort to use
the skills they already have. Thus, a Supporting style
L Employee Morale
H “Delegating” is for persons at high development
HELP Menu level are both competent and motivated to take This combo has some value with
Mouse responsibility. Thus, a low profile Delegating style that minimal emphasis on Delegating.
Continue course provides little direction and support has the highest Support would be necessary to
Buttons probability of being effective with individuals at this
development level. Even though the leader may still
communicate here, and
identify the problem, the responsibility for carrying out Delegating at this stage is
plans is given to these experienced followers. They are questionable.
Back to permitted to run the “show” and decide on how, when,
This Situation and where the task is to be accomplished. Since they If you need more info about each
are psychologically mature, they do not need above Style, just click on the appropriate
Back to average amounts of two-way communication or Reminder button to my left.
All Situations supportive behavior.
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Supporting
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Delegating
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Coaching
The Supporting may help foster open two-way The employee may feel a bit “supervised”, but in problem than a confidence problem. In either case,
communications, while Coaching can provide the this case, it applies. the leader needs to open up communication through
guidance this employee obviously needs. two-way communication and active listening and to
H
HELP Menu Coaching is for low to moderate development level.
Mouse A combo that has the potential to
Continue course reap results, but one with very clear
Thus a Coaching style that provides directive behavior
Buttons communications and follow-up.
(because of their lack of competence) but also supportive
Back to This style is called Coaching because most people know
This Situation that coaches both direct and support their people. This Reminder button to my left.
Back to build confidence and motivation on the part of the
follower, while keeping responsibility for and control over
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Supporting
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Coaching
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Directing
None. These are conflicting Styles in this Too much potential for confusion about what is that provides clear, specific directing and
scenario. the productive behavior and what needs to be close supervision has the highest
improved. probability of being effective. Since
where to do various tasks.
L Employee Morale level. People of this development level are
H competent but have variable commitment toward the
HELP Menu function of a lack of confidence or insecurity.
Mouse This is a conflict of Styles. In this
Continue course
problem than a confidence problem. In either case, scenario, the employee needs
Buttons
the leader needs to open up communication through more Coaching and Directing than
two-way communication and active listening and to Supporting.
Back to have. Thus, a Supporting style has the highest If you need more info about each
This Situation probability of being effective with individuals at this Style, just click on the appropriate
Back to because the leader and follower share in decision-
All Situations
listening and facilitating.
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and Coaching
Supporting” is for moderate to high development level. individuals at this development level. This style is
People of this development level are competent but have called Coaching because most people know that
variable commitment toward the assigned task. Their variable coaches both direct and support their people. This
motivation is often a function of a lack of confidence or style which encourages two-way communication helps
L Employee Morale insecurity. However, if they are confident but uncommitted, build confidence and motivation on the part of the
H than a confidence problem. In either case, the leader needs
follower, while keeping responsibility for and control
HELP Menu to open up communication through two-way communication
and active listening and to support followers’ effort to use the
Mouse skills they already have. Thus, a Supporting style has the
Continue course highest probability of being effective with individuals at this
Buttons development level. This style is called Supporting because This is a case of too many Styles.
the leader and follower share in decision-making, with the key A blend is called for, but more
focused on two complementary
Back to Styles.
This Situation
a particular task. People at this development level are both Style, just click on the appropriate
Back to
All Situations
Next Part of Course may still identify the problem, the responsibility for carrying Supporting
Self-Assessment out plans is given to these experienced followers. They are Reminder
HELP amounts of two-way communication or supportive behavior. Reminder
Exit Coaching
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Directing
development level. This style is called Supporting because the
leader and follower share in decision-making, with the key roles
L Employee Morale of the leader being listening and facilitating.
H Directing is for low development level. People who are
HELP Menu beginners. They are excited to get started and learn. Thus a
Mouse Directing style that provides clear, specific directing and close This is a case of too many Styles.
supervision has the highest probability of being effective. A blend is called for, but more
Continue course
Buttons leader. Again, this style is called Directing because it’s focused on two complementary
characterized by the leader defining roles and telling people Styles.
Back to If you need more info about each
Back to competent and motivated to take responsibility. Thus, a low
All Situations profile Delegating style that provides little direction and
Next Part of Course may still identify the problem, the responsibility for carrying Supporting
Self-Assessment Reminder
HELP amounts of two-way communication or supportive behavior. Reminder
Exit Directing
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and Directing
L Employee Morale
H who have some competence but lack commitment to take
HELP Menu responsibility need both direction and support. Thus a
Mouse their lack of competence) but also supportive behavior to build A blend is called for, but more
Continue course confidence and enthusiasm is most appropriate with individuals focused on two complementary
Buttons at this development level. This style is called Coaching
Styles.
Back to part of the follower, while keeping responsibility for and control Style, just click on the appropriate
This Situation over decision-making with the leader. Reminder button to my left.
Back to Directing is for low development level. People who are

Self-Assessment leader. Again, this style is called Directing because it’s
Reminder
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Exit Directing
Reminder
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All Four Leadership

Styles
share in decision-making, with the key roles of the leader
being listening and facilitating.
L Employee Morale to take responsibility need both direction and support.
H Thus a Coaching style that provides directive behavior
(because of their lack of competence) but also supportive Directing is for low development level. People who are
behavior to build confidence and enthusiasm is most high on commitment but low on competence are enthusiastic
HELP Menu appropriate with individuals at this development level. beginners. TheyThis is a case
are excited of wayand
to get started too many
learn. Thus a
This style is called Coaching because most people know Directing style that
Styles. A blend is called for,and
provides clear, specific directing close
but
Mouse that coaches both direct and support their people. This supervision has the highest probability of being effective.
Continue course style which encourages two-way communication helps Since commitment more focused
is high, onnottwo
support is needed from the
Buttons build confidence and motivation on the part of the complementary
leader. Again, this Styles.
style is called Directing because it’s
follower, while keeping responsibility for and control over characterized by the leader defining roles and telling people
decision-making with the leader. what, how, when,Ifandyouwhere
need more
to do info
various about each
tasks.
Back to
“Delegating” is for persons at high development level
on a particular task. People at this development level are
Back to both competent and motivated to take responsibility. Thus,
Supporting
All Situations a low profile Delegating style that provides little direction and
support has the highest probability of being effective with Reminder
individuals at this development level. Even though the
Next Part of Course leader may still identify the problem, the responsibility for Delegating
carrying out plans is given to these experienced followers.
Self-Assessment They are permitted to run the “show” and decide on how, Reminder
when, and where the task is to be accomplished. Since they
are psychologically mature, they do not need above average Coaching
HELP amounts of two-way communication or supportive behavior.
Reminder
Exit Directing
Reminder
Class
Delegating and
Coaching
You will be able to provide, as well as help the Very few, if any at all.
employee discover the steps to take, and at the
same time allow him to figure out what he has to
do to maintain what has been showed to him.

L Employee Morale their lack of competence) but also supportive behavior to build
H confidence and enthusiasm is most appropriate with individuals
HELP Menu because most people know that coaches both direct and Excellent choice of Styles.
Mouse support their people. This style which encourages two-way Coaching is called for, while
Continue course
part of the follower, while keeping responsibility for and control Delegating how he improves
Buttons over decision-making with the leader. should make the process more
successful.
Back to If you need more info about each
All Situations
Self-Assessment where the task is to be accomplished. Since they are
amounts of two-way communication or supportive behavior. Delegating
HELP Reminder
Coaching
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Delegating and
Directing
May be questionable. Directing may be too much A confusing mix of Styles. Directing may be too
at this point, while Delegating is called for. much at this stage.

HELP Menu leader. Again, this style is called Directing because it’s Not the best combo of Styles. At
Mouse characterized by the leader defining roles and telling people
what, how, when, and where to do various tasks. this stage another more
Continue course
Buttons complementary set of Styles is
called for.
a particular task. People at this development level are both If you need more info about each
Back to competent and motivated to take responsibility. Thus, a low Style, just click on the appropriate
This Situation profile Delegating style that provides little direction and Reminder button to my left.
Back to
Self-Assessment amounts of two-way communication or supportive behavior.
Delegating
HELP Reminder
Exit Directing
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Directing
L Employee Morale Directing is for low development level. People who are
H beginners. They are excited to get started and learn. Thus a
HELP Menu
Directing style that provides clear, specific directing and close These three Styles will work
Mouse supervision has the highest probability of being effective. against each other in this scenario
Continue course Since commitment is high, support is not needed from the
Buttons leader. Again, this style is called Directing because it’s and at this stage in the problem
characterized by the leader defining roles and telling people solving.
Back to
This Situation a particular task. People at this development level are both Reminder button to my left.
All Situations
Delegating
Coaching
HELP Reminder
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Coaching and
Directing
At this stage, any benefits are questionable. A less-than-optimal mix of Styles. Might send a
message of overbearing supervision to the
employee.

Mouse what, how, when, and where to do various tasks.
Continue course Not the best mix in this case.
Buttons Too much potential supervising.
who have some competence but lack commitment to take If you need more info about each
Back to
responsibility need both direction and support. Thus a Style, just click on the
This Situation their lack of competence) but also supportive behavior to build
appropriate Reminder button to
confidence and enthusiasm is most appropriate with individuals my left.
Back to because most people know that coaches both direct and
All Situations support their people. This style which encourages two-way
Next Part of Course over decision-making with the leader.
Self-Assessment
Coaching
HELP Reminder
Exit Directing
Reminder
Class
The following slides are Personal Style assessment analysis.
Personal Styles Alright, now we’re going to look at
what all those numbers mean with
Assessment
regard to your communications .
The letter representing the largest total is your primary style of
communicating. The next lowest number represents other styles you may Read the instructions on this page
use. Note: If two letters are equally represented or the four numbers are to determine what your primary
fairly equal in value, the choice of which style to use during interaction style of communication is. The
increases. In other words, you feel comfortable communicating from two or other numbers come into play as
four styles. additional styles you use.
HELP Menu
When you’re ready to see the
Mouse Styles explanations, click on the
Continue course The BEST Model Green Button.
Buttons
The letters represent the four primary personality styles:
old xpressive ympathetic echnical
Save Results
to a File
There is no one best style; the more of each style
Print we can use in our communications, the more
Results flexible we become in working with others who use
a different dominant style.
BEST Styles On the next slide we’ll begin to look at what each
Explanations style means.
Return to Slide
you were just on
HELP
Exit
Total = 4 Total = 4 Total = 4 Total = 3
Class
old
B The Bold type personality likes a challenge. They want control over
serious matters, make quick decisions and will use a direct
communication style that at times can seem blunt to others. They have
great administrative and operational skills, and appear to others as cool,
and competitive.
They like to work independently, and can create problems when they
exclude others or do not delegate to others. They tend towards crisis
management, sometimes insensitive to the needs of others over the need
to complete the project on time. They want freedom to manage
themselves and others and use their leadership skills to become winners.
HELP Menu Their negative traits tend towards stubbornness, impatience, and
toughness that can sometimes be strained by poor listening habits.
Mouse
Continue course
Buttons
Next
Slide
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you were just on
HELP
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Class
xpressive
E The Expressive type personality uses animation and liveliness in a
social environment. Actions and decisions are usually spontaneous, and
include sharing and persuading to their point of view. They can influence
others through positive interactions, as opposed to using numbers. Not
overly concerned with facts and details, they like to generalize and this
may cause problems.
Working alone for that reason may be a problem in managing deadlines,
and will need to define details and specific objectives to improve. Their
drawbacks are getting involved in too many things, impatience and
disorganized. They will need to control their time and emotions, be more
HELP Menu attune to objectives, goals and deadlines, and take a more logical
approach to getting things done.
Mouse
Continue course
Buttons
Next
Slide
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HELP
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Class
ympathetic
S The Sympathetic type personality is most often patient, dependable,
considerate of others, loyal, and a good listener. They work to serve, and
prefers following – not leading. They like the security of status quo, but
when working may procrastinate and lack a sense of urgency at times.
This type needs to learn to adjust quickly to unexpected changes, and

become more assertive when necessary. They have natural counseling
skills and are extremely supportive, with the focus on building trust. They
may not share information, space, and things as much due to a need for
security (fear of loss). They dislike interpersonal conflict, and will avoid
HELP Menu risky to unknown situations. They sometimes will say what they think
others want to hear to keep the status quo. They need to reach beyond
Mouse
their own comfort zones to set goals that might require risk, and then
Continue course
Buttons practice delegation skills.
Next
Slide
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Class
echnical
T The Technical type personality is most often in control, very precise
with details, cautious, and rule-oriented and exhibits a need for order.
Tends towards planning and organizing, and may be called a
HELP Menu perfectionist. Calculates risks using logical thinking, is persuaded by facts
and is willing to listen (to facts).
Mouse
Continue course They are serious, orderly, and tend to be skeptical, and can be non-
Buttons contact people and like to keep their distance. They can be seen as aloof,
picky, and critical. They could benefit by being more decisive (timing),
show concern and appreciation for others, use timesavers to work
deadlines, and use guidelines instead of ‘it’s the rule!’
Save Results
to a File
Print
Results
Next
Slide
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you were just on
HELP
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Class
So as you can see, there is no
one best way to lead, but
rather a best blend of styles is
most effective.

SUPPORTIVE BEHAVIOR
(High)
HELP Menu
Mouse
Continue course
Buttons
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you were just on
(Low)

HELP (High)
HIGH MODERATE
Developing
Developed
LOW
Exit D4 D3 D2
Class D1
HELP Topic
Using the Mouse
The mouse is the easiest way to get around
from screen to screen and do things on each
screen. The mouse has two buttons in the
front of it, like the one in this example. The
button you will use is on the left side of the
mouse as you are holding it in your hand.
You will usually only have to press (or click)
Return to Slide
the left button on the mouse once with your you were just on
finger. Depending on what graphic or symbol
or link you’re clicking on, that one click will
either take you somewhere else in the This is a link that takes you
back to the slide you were
program, or display some other information just on
on the screen.
Click once on either the Yellow

Arrow Button or the Red Link to go
back to the slide you were on
when you came here.
HELP Topic
Continuing with Course Chapters
The easiest way to pick up where you left off if you had to exit
the class early is to click on the Brown Button labeled
“Continue Course” on the main screen. This button takes you
to the Course Contents screen which has links to get you
back to the Chapter you were working on when you had to
exit the course. _____
_____ Continue
_____ Course
Button is
deactivated on
this screen.
Course Contents
To return to the screen you were
just on when you clicked for HELP,
click once on the Yellow Return
Button below.
Return to Slide
you were just on
HELP Topic
Using the Navigation Buttons on Each Screen
The graphic “Action” buttons on each screen will take you to where
you need to go next in your progress through this class. You only
need to click once with your mouse on any button to navigate.
Begin Next The Green button always takes you forward. On the Main screen it begins
Course Slide the course. After that it takes you to the next slide you need to be on.
Previous The Orange button always takes you back to the previous slide
Slide in sequence in the course (where applicable).
------------- This Brown button always takes you to the Course Contents. When you’re
------------- Continue
ready to go back
-------------
-------------
Course It is only on the Main screen. to the slide you
were on, click
The Blue button displays a menu that provides links to the Yellow
HELP Arrow Button.
help on some subject, like the one your visiting right now.
Exit The Red button always takes you to the last slide where exit
Course comments offer further instructions.
Return to Slide This special Yellow Arrow button always takes you to back to
you were just on the slide you were just working on.
End of Course
If you have arrived on this screen because you have
to exit from the program early, you’ll be able to pick
up where you left off by clicking on one of the links
on the Course Contents Screen which will then take
you to the Chapter of this course you were engaged
in when you arrived here.
When you return to the Main screen, just click on
the Brown Button to “Continue Course” and that will
lead to the Course Contents.
See ya’
If you have completed all of the modules in this next
course, congratulations and we’ll see you in another time!
online learning class in the future.
To exit out of the PowerPoint Slide program now,
press the Escape Key <Esc> at the top left of your
keyboard once.

Leadership Style CBT

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HELP Menu

Information about using the Mouse.

Information about using the Mouse.

Our learning expectations are:

Exit Assess your own leadership style

In order to go through the complete online course, you’ll need to

Previous Information about using the Mouse.

SUPPORTIVE BEHAVIOR is defined as:

Benefits of using this Style Challenges with using this Style

Benefits of using this Style Challenges with using this Style

Next HELP Menu

There are basically Which fourWay Do I Go?

The Navigation Buttons. SUPPORTING COACHING

HELP (Low) DIRECTIVE BEHAVIOR (High)

Next Information about using the Mouse.

HELP (Low) DIRECTIVE BEHAVIOR (High)

The Navigation Buttons.

Information about using the Mouse.

Benefits of using this Style Challenges with using this Style

Information about using the Mouse.

Benefits of using this Style Challenges with using this Style

Next Part An acceptable choice, with an advisory. Although the follower

You chose Coaching!

Benefits of using this Style Challenges with using this Style

You chose Directing!

Benefits of using this Style Challenges with using this Style

Information about using the Mouse.

Benefits of using this Style Challenges with using this Style

Leadership Style Participant's Guide Page 3

Competence can be developed with appropriate direction and support. It

Commitment is a combination of motivation and confidence. Confidence

High High Some Low

HELP Developed Developing

Information about using the Mouse.

It is important when thinking about

Previous HELP Menu

provides clear, specific direction and close

Lets look at that “Bell

Next D4 D3 D2 D1 leadership style.

and enthusiasm is most appropriate with

) DIRECTIVE BEHAVIOR (HIGH)

Previous HELP Menu Lets look at that “Bell

perform is more of a motivational problem

Previous HELP Menu

being effective with individuals at this

) DIRECTIVE BEHAVIOR (HIGH)

Previous HELP Menu

THE FOUR LEADERSHIP STYLES

Slide The Navigation Buttons.

(Low) DIRECTIVE BEHAVIOR

Information about using the Mouse.

communication through two-way communication and

) DIRECTIVE BEHAVIOR (HIGH)

supportive behavior to build confidence

) DIRECTIVE BEHAVIOR (HIGH)

Information about using the Mouse.

being effective with individuals at this

) DIRECTIVE BEHAVIOR (HIGH)

provides clear, specific directing and close

) DIRECTIVE BEHAVIOR (HIGH)

Information about using the Mouse.

The Navigation Buttons.

Once again, we see the limitations of