Leadership styles

Leadership styles are placed in terms of the amount of Task Behavior and
Relationship Behavior that the leader provides to their followers. They
categorized into four behavior types, which they named S1 to S4:

S1: Directing - High-directive, Low-supportive

Leader - leadership style is to communicate primarily one-way in which

the leader is defending the role and provides the what, how, why, when
and where to do the task. In coaching, this is a very instructional phase
where the leader is assuming very little knowledge from the person being
led. This is also the phase where someone is gaining knowledge about
WHAT they are now serving in - take advantage of this segment of the
path to get CRITICAL patterns of behavior ingrained.
Follower - is characterized by a person who is either new at a position or
place of responsibility. This person can be a very motivated and capable
person, but in their role they have a lack of knowledge. At this position
supportive behavior isn't critical as the person is gaining support by
completing task related assignments. As a person being led, this phase is
an important LEARNING segment and can teach the person HOW the
leader leads.

S2: Coaching - High-directive, High-supportive

Leader - while still providing direction at a high level, the leader now
begins to use two-way communication to provide emotional support. This
is the phase of influencing buy-in. Now that the led has some wins
under their tasks, they are discovering their place in the organization or
the path. This is a critical spot to catch any misalignments or lack of
passion. In this transition, leaders also need to be mindful of loses and
provide the emotional encouragement needed.

Follower - while gaining more responsibility, it is critical in this phase to

not allow loses to rob the passion of the path. This is the greatest exit
point along the path, where the individual begins to feel a level of
disconnect from their ultimate passion. Be certain to continue to take
instruction, but also to begin dialogue of passions with your leader. Also,
determine your path is aligned with your purpose.

S3: Participating - Low-directive, High-supportive

Leader - starts shared decision-making about aspects of how the task is

accomplished and the leader is providing less task behaviors while
maintaining high relationship behavior; Control of the day-to-day decision
making is shifted to the follower, while there is still plenty of support. This

is critical in helping the follower to make the transition from high direction
to self direction. Encourage more and more ownership of the position and
tasks to create long term growth.

Follower - with a higher level of understanding of the position and the

skills needed, the follower is facing a new set of responsibilities without
high-directive behavior. It is easy for the follower to start losing
confidence as the leader has changed the relationship, having a new trust
in the follower. The follower needs to be certain to ask questions to gain
personal confidence that they are still following the directives with
excellence. This will growth the needed self-confidence needed to move
into the delegation phase. This is also the phase where true ownership
begins to grow.

S4: Delegating - Low-directive, Low-supportive

Leader - The leader has a confidence that the follower is capable both in
skill and in confidence to excel at the position. The leader does not have
to be as supportive of a person in this stage. The leader is still involved in
decisions; however, the process and responsibility has been passed to the
individual or group. The leader stays involved to monitor progress, judge
the product not the process.

Follower - full ownership has taken place and the majority of the role in
this position is in creating stronger relationships with those you are
leading. Typically, once you are in the S4 position, you are coaching
others that are in other stages of situational leadership.

Of these, no one style is considered optimal for all leaders to use all the time.
Eective leaders need to be flexible, and must adapt themselves according to
the situation.

Developing people and self-motivation

A good leader develops the competence and commitment of their people so
theyre self-motivated rather than dependent on others for direction and
guidance. A leaders high, realistic expectation causes high performance of
followers; the leaders low expectations lead to low performance of followers."

D1 - Low competence and high commitment

Very common when someone is new to the job, or the first time they are
engaging in an activity. There is a lot of excitement and passion for the
experience and even the tasks assigned.

D2 - Low competence and low commitment

Gaining in competence (knowing some of the skills or knowledge) but low

commitment. This can take place when the assignments are harder than
anticipated, or the tasks are not as pleasing as expected.

D3 - High competence and low/variable commitment

More knowledge and skills, but a level of deviance in commitment. This is

when the follower who has the skills to do a task doesn't have the
confidence to do it at a high level. Most often happens when the leader
begins to pull away, but the follower has hesitation because they are
questioning whether they can accomplish the tasks.

D4 - High competence and high commitment

Follower has the skills and abilities to perform the task and they KNOW
they do. High competence comes from continued learning and skill
sharpening, and high commitment comes from self-correction and
ownership.

Maturity/Readiness Levels
The right leadership style will depend on the person or group being led. Maturity
Levels are also task-specific. A person might be generally skilled, confident and
motivated in their job, but would still have a maturity level M1 when asked to
perform a task requiring skills they don't possess. The Situational Leadership
Theory is identified through four levels of Maturity:
M1 - Unable and insecure - - - - M2 - Unable but willing
M3 - Capable but unwilling - - - - M4 - Very capable and confident

M1/R1 - They still lack the specific skills required for the job in hand and
are unable or unwilling to do or to take responsibility for this job or task.
Situation

Coaching

Spiritual Immaturity

Examine the devotion life, and habits

concerning time with God.

Emotional Immaturity

Encourage them to approach things in a NEW

way, and not in old patters. Old patterns can
be rooted in hurt, or responsive behaviors.

M2/R2 - They are unable to take on responsibility for the task being done;
however, they are willing to work at the task. They are novice but
enthusiastic. Passionate.
Situation

Coaching

Lack of Knowledge

More info to gain confidence, teach more

skills.

Teachable Spirit

Increase a desire to learn - build rewards into

the system so that they WANT to grow.

Encourage Passion

Passion is the greatest fuel that they have,

teach them how to maintain passion through
failures.

M3/R3 - They are experienced and able to do the task but lack the
confidence or the willingness to take on responsibility. Showing ability but
acting apprehensive and insecure about taking the initiative. This level
lacks committment.
Situation

Coaching

Lack of Wins

Set up mini-victory situations so that they can

gain confidence

Lack of Confidence

Increase emotional support as they are

exploring new knowledge with unknown
situations.

Lack of Purpose

Help them find their purpose in ministry,

through gifts tests, dreaming and exploration.

Commitment

Work on LEVELS of commitment instead of

trying to gain complete commitment at this
phase

Leader lacks delegation

Coach has to start letting go of directives and

spending more time on coaching product
instead of process.

M4 - They are experienced at the task, and comfortable with their own
ability to do it well. They are able and willing to not only do the task, but to
take responsibility for the task.
Situation

Coaching

Comfortability

Be careful that the individual continues to grow

and learn.

Delegation

Create new opportunities for them to gain

responsibility and ownership.

Expectations

Increase expectations on the individual to

grow in excellence and knowledge.

Departure

Be prepared to send them off as they may

outgrow their position or location.

M3 - Capable but unwilling

High-supportive
Low-directive

S3

High-supportive
High-directive

S2

M4 - Capable/Competent

S4

Low-supportive
Low-directive

Low/Variable
Commitment

Low
Commitment

High
Commitment

D4

Low-supportive
High-directive
Low
Competence

Med/High
Competence

M4

S1

Low/Some
Competence

High
Competence
High
Commitment

M1 - Unable/Insecure

M2 - Unable but willing

D3

M3

D2

M2

D1

M1