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   // / Products / Social competency development cards / Situational leadership

Situational leadership

SymboliCard Situational leadership model - 960x768 pixel - 141380 byte

The use of the card during the development process:

To be a good leader you need to take into consideration your subordinates' competence. According to Blanchard there are 4 phases of the subordinates' competence, meanwhile the leadership still also consists of 4 phases.

The four fundamental leadership styles:


1. Directing - This leadership approach is most appropriate when the followers have low willingness and low ability for the task at hand. When the followers cannot do the job and are unwilling or afraid to try, then the leader must take a highly directive role. Directing requires those in charge to define the roles and tasks of the followers, and supervise them closely.


2. Coaching - This leadership approach is most appropriate when the followers have high willingness but low ability for the task at hand. Like Directing, Coaching still requires leaders to define roles and tasks clearly, but the leader seeks ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way.


3. Supporting - This leadership approach is most appropriate when the followers have low willingness but high ability for the task at hand. Supportive leadership works when the follower can do the job, but is refusing to do it or showing a lack of commitment. The leader should be concerned with finding out why the followers are refusing and work to persuade them to cooperate.


4. Delegating - This leadership approach is most appropriate when the followers have high willingness and high ability. Leaders should rely on delegating when the follower can do the job and is motivated to do it. There is a high amount of trust that the follower will do well, and the follower requires little supervision or support.Delegating still keeps the leader involved in the decisions and problem-solving, but execution is mostly in the hands of the followers.

Before one selects a leadership style to use, they must first understand the situation and the importance of the possible outcomes. Then the leader may choose one of the four leadership styles and act accordingly.

There are two fundamental leadership behavior used to influence others:


Ø  The directive behavior can be described by 3 key words: giving direction, controlling and supervision.

Ø  The supportive behavior stands for praising, listening, backing up.


From the point of view of the subordinates' competence 2 dimensions are described the best by expertise and committment.


Leaders need to learn to apply the leadership styles flexibly, recognize the individual needs and last but not least leaders shall make an agreement with the subordinates, based on that choose the style aligned with their expectations. Three key words are: flexibility, reality assessment and style allignment.


Global product specifications: (4 terméktulajdonság 10 jellemzővel)
Info:Coach, Trainer
Info:Competence development, Emotional Intelligence, Leadership development, Reality check
Info:Competence development, Reality analysis, Self knowledge cards
Info:Social competency cards
Product category specifications:
No product category information.

Six Thinking hats

SymboliCard Six thinking hats creative problem solving model - 960x768 pixel - 119488 byte

The parallel thinking is a simple model for a constructive thinking, the aim that everybody is focusing on a given topic with the same direction, but the direction is changing.
The hats are perfectly symbolizing the 6 activities of  the human brain.

Conflict handling strategy

SymboliCard Conflict handling model - 960x768 pixel - 125702 byte

A modell célja az egyéni viselkedés vizsgálata, tudatosítása konfliktus-helyzetekben. Konfliktushelyzetek azok a szituációk, melyekben két ember törekvései összeegyeztethetetlennek tűnnek.

Emotional Intelligence

 SymboliCard Emotional Intelligence model - 960x768 pixel - 134368 byte

Our feelings influence us how we react, make decisions or predictions, thus make an impact on whatever we are doing. The emotionally intelligent people are guiding the feelings with their thoughts, instead of letting the feelings dominate on their actions.

Urgent-important matrix

SymboliCard Urgent-Important priorization/ time management model - 960x768 pixel - 127780 byte

The matrix of - urgent-important - which is often called also as Eisenhower matrix- defines the priorities of the tasks on the base of importance and urgency.

 The idea to measure the 2 competeting taskgroups in 1 matrix was coming from the former U.S. President Dwight D. Eisenhower and Dr. Stephen Covey: "I have two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent." This "Eisenhower Principle" is said to be how he organized his workload and priorities.

No matter how effective we are, sooner or later the number of tasks is surpassing the available time frame.

He recognized that great time management means being effective as well as efficient. In other words, we must spend our time on things that are important and not just the ones that are urgent.


Impulse control- Traffic light

SymboliCard Impulse control - 960x768 pixel - 127835 byte

The model provides support in 6 steps in being conscious in ourselves when sudden impulses appear, in order to handle with them and avoid the situations repenting what has been told or done, thus the relations are not destroyed.

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A szerzői jog a termék szerzőjének vagyoni és személyhez fűződő jogosultságokat biztosít. A vagyoni jogosultságok révén a termék felhasználására csak a szerző engedélyével kerülhet sor. A felhasználásokért a szerzőt ellenszolgáltatás, ún. jogdíj illeti meg. A szerzői jog megsértése esetén a szerző a polgári jogi felelősség szabályai szerint megkövetelheti a kárának megtérítését. A személyhez fűződő és a vagyoni jogokkal kapcsolatos részletes szabályok a szerzői jogról szóló 1999. évi LXXVI. törvény II. és III. fejezetében találhatók.



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