In prior Notes, we covered the concept of Situational
Leadership, which deals with how a leader needs to change their manner of
leadership with a follower as the situation changes, and the concept of
Situational Team Leadership, which applies the concept to the stages of Team
Development (sometimes these are called the Team Development Model and the Team
Leadership Model). With this Note, we ‘complete
the trilogy’, so to speak, by covering Situational Self-Leadership. This applies the concept of Situational
Leadership to “self leadership”. This
concept is covered by Ken Blanchard’s Self-Leadership and the One Minute
Manager (2005) as well as in a chapter of his more recent Leading at a Higher
Level (2006, 2009).
What is “self-leadership”?? Self leaders are those who take the
initiative to get things done. And this
means that to be an effective self leader, you need the skills (or seek out
those skills) to help enable you to do so.
And this may (should) include going to others, including other leaders,
to get the assistance to get things done. This means seeking out others to serve as
mentors/coaches. This means using skills
like assertiveness, self motivation, time management, and others. (and many of
these skills and others will be touched on by future Notes).
Now, to Blanchard et al, it is thru self-leadership that
makes empowerment work. (which is why I
did that previous Notes on that topic.
See, there is some logic in the topics I cover). As Blanchard puts it “Empowerment is what
leaders give to their people. Self
leadership is what people do to make empowerment work.”
First off, Blanchard covers what is called the 3 Skills of a
Self Leader. Which are:
- Challenge Assumed
Constraints
- Celebrate Your Points of
Power
- Collaborate for Success
Challenge assumed constraints is about challenging any
belief (assumed constraint) that holds you back. These beliefs are limits that have been
mistakenly imposed. Assuming you aren’t
allowed to do something, when such a limitation actually doesn’t exist is a
perfect example. We see this many times
when the youth who think they can’t do something, so don’t even try. We as advisors sometimes have to remind them
that yes, they can do that, and we are here to help them do so.
Celebrate your points of power, deals with 5 “points of
power”. These are position, personal,
task, relationship, and knowledge. Many
aren’t aware of these. Position is the
job or position you hold. Many positions
come with certain power. Personal is
about your skills and ability. Some may
be innate, some you may develop. Task is
about a task or job. Some carry with
them a certain power. Relationship is
about your relationship with others, and being able to call up them and their
points of power. Knowledge is about a
special expertise or skill. With these
points of power, you are able to get things done.
Collaborate for success is where self leaders take the
initiative to get direction and support to achieve their goal. And this is where Situational Leadership
comes in, tho here it’s sort of ‘turned on its head’; where the self leader
must self diagnose where they are and what support they need. In fact, the SL quadrant becomes a Needs
Model.
So, here then, is the “Needs Model”
Here, the left-right axis goes from being task support to
directive behavior. The up-down axis
goes from relationship to supportive behavior.
The four quadrants (1-4) remain the same: directing, coaching,
supporting, and delegating.
Readiness levels still exist:
Here, the self-leader is working to improve their task or
skill or achieve a goal. And the terms
for these levels are a little different:
D1- enthusiastic beginner
(low competence, high commitment)
D2- disillusioned learner
(low/some competence, low commitment)
D3- capable but cautious performer (moderate-high competence, variable
commitment)
D4- self-reliant achiever
(high competence, high commitment)
So as the self-leader works thru these stages, he is
“collaborating for success” with his leader to help achieve his goal/task:
behavior style
D1 -> Telling/Guiding/Directing
D2 -> Selling/Persuading,
explaining
D3 -> Participating/encouraging,
problem solving
D4 -> Delegating
But again, the difference here is that the self-leader is initiating
the conversation, so to speak. In
Situational Leadership, the leader oversees the follower and helps them move
thru the readiness levels. In
Situational Self-leadership, the self-leader seeks out the leader to help them
move thru the levels. In some ways it’s
more of a mentoring relationship, then a leader-follower relationship. Further, as I look at both empowerment and
self-leadership, these concepts fit hand in glove with servant leadership. Realize that a big part of servant leadership
is the leader serving those they lead, helping them develop into leaders
themselves. So empowerment &
self-leadership is the flip side of this, where the follow is coming to the
(servant) leader for guidance/help in developing themselves.
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