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Situational Leadership Essentials

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  1. 2 Days
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Situational Leadership Essentials

WHAT YOU WILL LEARN

Situational Leadership is one of the managerial essentials, which stresses both relationship and task behaviors in execution effectiveness plus efficiency. Adopting the principles of Situational Leadership can equip leaders/ managers in your organization with the tools necessary to skillfully navigate the workforce towards operational excellence. With high adaptability to any circumstance, the model prepares leaders/ managers to address the most pressing challenges in today’s work environment.

METHODOLOGY

This program will be conducted with interactive lectures, PowerPoint presentation, discussion and practical exercise.

COURSE OBJECTIVES

At the end of the session, participants should be able to:

• Identify the 2 key factors in situational leadership application at the workplace,

• Apply the 4 key leadership styles at the workplace with high influence,

• Manage the 4 maturity levels of workforce tactfully,

• Link the concept of situational leadership to the 3 managerial essentials (plan, organise, control) effectively


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Modules

Module 1: Understand the Concept of Situational Leadership

• Background of situational leadership

• Success stories of situational leadership application

Module 2: Identify the TWO (2) Key Factors in Situational Leadership

• Key Factor 1: Leaders’ behavior

o Understand leaders’ relationship behavior (supportive behavior) at the workplace

o Understand leaders’ task behavior (directive behavior) at the workplace

• Key Factor 2: Followers’ readiness or maturity level

o Understand followers’ low readiness/ maturity level at the workplace

o Understand followers’ moderate readiness/ maturity level at the workplace

o Understand followers’ high readiness/ maturity level at the workplace


Module 3: Determine the FOUR (4) key leadership styles at the workplace and how to apply them effectively

• Leadership Style 1: DIRECTING

o What should a leader do to provide specific instructions?

o What should a leader do to closely supervise performance?

• Leadership Style 2: COACHING

o What should a leader do to explain decisions?

o What should a leader do to provide opportunity for clarification?

• Leadership Style 3: SUPPORTING

o What should a leader do to share ideas?

o What should a leader do to facilitate decision making?

• Leadership Style 4: DELEGATING

o What should a leader do to turn over responsibilities for decisions and implementation?


Module 4: Determine the FOUR (4) maturity level of followers at the workplace and how to lead them effectively

• Follower’s Maturity 1: Unable and unwilling or insecure

o Which leadership should we apply to suit this followers’ maturity level?

• Follower’s Maturity 2: Unable but willing or confident

o Which leadership should we apply to suit this followers’ maturity level?

• Follower’s Maturity 3: Able but unwilling or insecure

o Which leadership should we apply to suit this followers’ maturity level?

• Follower’s Maturity 4: Able and willing or confident

o Which leadership should we apply to suit this followers’ maturity level?


Module 5: Establish the linkage between situational leadership and managerial effectiveness

• What should practitioners of situational leadership concept do towards effective PLANNING at the workplace?

• What should practitioners of situational leadership concept do towards effective ORGANISING of manpower at the workplace?

• What should practitioners of situational leadership concept do towards effective CONTROLLING of workforce at the workplace?


Dr. Teoh Chen Ning

Dr. Teoh Chen Ning

With his previous attachment as a Learning Advisor in Resorts World Berhad (Genting) and current attachment to the Management & Science University as a Doctoral Scholastic Researcher, he has vast management knowledge, particularly in the area of Strategic Organisational Development and strong capabilities in Competency Workplace Training, both in the service and manufacturing industries. With this, he has extensively involved in the development and delivery of workplace training for numerous turnkey initiatives, especially on the continuous improvement programmes towards achievement of service and product quality requirements of Multi-National Corporations like Philip Morris International, Daikin, Globetronics, NXP, Epson, F&N, ON Semiconductor, Kansai Paint, Intel, Hextar Bank of China, Ambank, Asian Banking Schools, OSK Group, ZTE, DIGI, XOX, ShinYang Group, PLUS, UEM, BPPA, Stamford Tyres, AEON, Taylor's University and Handal Indah (Causeway Link) to name a few. Through his deep enthusiasm in adult learning, he has also successfully demonstrated his capability and passion in developing and delivering various soft skills trainings, through his state-of-the-art experiential learning approach to embed learners to 'SEE' and 'THINK' in various perspectives, while 'LISTEN' to diverse thoughts, in order to establish the 'FEEL' to adopt and put learning into practice.. Dr Teoh is highly sought after, due to his well-known strategic facilitation of organizational development initiatives, from the establishment of organizational vision, missions & values to strategy mapping and performance management, plus implementation of change initiatives towards continuous improvement. Throughout his years in training & consulting field, he has proven track records in managing organizational development initiatives in corporations like Handal Indah (Malaysian public transportation, ancillary, transportation control system, petrol kiosk and printing group of companies), EEW (German oil & gas steel-based company), Epson (Japanese electronics company), Hextar Groups of Companies (Malaysian chemical based corporation), NGC (Oman oil & gas company) and Kajang Rocks (Malaysia quary based company) to name a few. Read More

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