Dear Friends,
I Am Working On A Leadership Program.
I Need a Situational Leadership Questionnaire To Judge A Leaders Predominant Style Of Leadership. I Tried A Lot But Could Not Get Relevant One For My Study. So Kindly Request You To Please Share Situational Leadership Questionnaire If Anybody Having.
Request Help.
Regards,
Sarath
From India, Puducherry
I Am Working On A Leadership Program.
I Need a Situational Leadership Questionnaire To Judge A Leaders Predominant Style Of Leadership. I Tried A Lot But Could Not Get Relevant One For My Study. So Kindly Request You To Please Share Situational Leadership Questionnaire If Anybody Having.
Request Help.
Regards,
Sarath
From India, Puducherry
Dear Sarath,
Getting questionnaire apart, reliability and validity of the questionnaire is also important. Are we capable to assess reliability and validity?
For my training programmes, I also could not get the right questionnaire. To overcome this challenge, I explain the concept and later tell the participants to create situations for each quadrant of the SLM. This activity bolsters their understanding of SLM. Later I tell the participants, to write the names of their subordinates who fall in the respective quadrant. Action plan for each subordinate's upward movement from the existing quadrant (S1 --> S2 --> S3 --> S4) is also a important tool of implementation of SLM.
In the course of my trainings, I found deficiency in SLM. This model is heavily leader centric and not the subordinate centric. It teaches how leader should communicate with the subordinates. What about feedback from the subordinates? The model is silent on upward communication. Above all, this model requires manager to be a matured person. He/she must have mastered listening skills, questioning skills, counselling skills, feedback giving skills, interpersonal skills etc. What if the manager has not mastered these skills? Will he/she be able to tell, sell, direct and delegate effectively?
I am yet to come across with anyone who has studied the effectiveness of SLM and measurable and tangible results are not known.
All the best!
Dinesh Divekar
From India, Bangalore
7884Getting questionnaire apart, reliability and validity of the questionnaire is also important. Are we capable to assess reliability and validity?
For my training programmes, I also could not get the right questionnaire. To overcome this challenge, I explain the concept and later tell the participants to create situations for each quadrant of the SLM. This activity bolsters their understanding of SLM. Later I tell the participants, to write the names of their subordinates who fall in the respective quadrant. Action plan for each subordinate's upward movement from the existing quadrant (S1 --> S2 --> S3 --> S4) is also a important tool of implementation of SLM.
In the course of my trainings, I found deficiency in SLM. This model is heavily leader centric and not the subordinate centric. It teaches how leader should communicate with the subordinates. What about feedback from the subordinates? The model is silent on upward communication. Above all, this model requires manager to be a matured person. He/she must have mastered listening skills, questioning skills, counselling skills, feedback giving skills, interpersonal skills etc. What if the manager has not mastered these skills? Will he/she be able to tell, sell, direct and delegate effectively?
I am yet to come across with anyone who has studied the effectiveness of SLM and measurable and tangible results are not known.
All the best!
Dinesh Divekar
From India, Bangalore
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Situational leadership.pdf
Situational-lea dership.ppt
Situational Leadership- Recap Module.zip