Using the ‘Situational Leadership’ model, participants are given a concrete step-by-step plan to analyse, evaluate and adjust their own leadership style. Learning objectives during this training: Being able to make decisions. Formulate feasible expectations. Evaluate performance. Be able to communicate with your employees. Increase the availability of your employees.

DAY 1

The ‘Situational Leadership®’ model is built together with the participants, based on their own experiences and on the trainer's review of your organisation. The starting point is to be able to make a correct diagnosis of the employees and to offer them the right style of leadership according to the findings.

• Introduction and presentation of Hersey & Blanchard's Situational Leadership® model
• Objectives the participants want to achieve
  • Introductory exercise to get to know the aspect of leadership
  • Elaboration of the model: each participant fills in the questionnaire, which incidentally forms the basis for the rest of the day
  • The result of this questionnaire offers participants two elements:
    • To what extent have I been flexible in my leadership?
    • To what extent have I been effective?
  • Given competence of the employee is the basis of the model used, it goes deep into diagnosing the employee and does so on the basis of:
    • Competence
    • Willingness

The processing of the questionnaire shows the participants both style variation and style effectiveness Specifically, the 4 leadership styles are discussed with examples:

• style 1: instructing
• style 2: persuading
• style 3: consulting
• style 4: delegating

This is the growth model within ‘Situational Leadership®’ (Hersey & Blanchard). Employees not only grow within an organisation, but leaders may face ‘demotivation and frustration’ among employees. Attention to this regression is also an essential part of this programme. This training day concludes with a concrete exercise on how to use this model in the work situation in preparation for day 2 where experiences are discussed in an intervision session.

Result: Participants are able to correctly assess the competence of their employees and apply their management style accordingly.

DAY 2

The learning process concludes with anchoring the knowledge gained in practice. Participants will have the opportunity to practice and put into practice the techniques learned. Different situations are discussed and analysed in group. Naturally, the available videos and exercises are used further here. This is the moment when the knowledge learned is fully assimilated by the participants. Working with concrete situations makes it easier to convert the theory into actual behavioural changes.

Result: Participants gain a clear understanding of their own leadership style and its advantages and disadvantages. They learn alternative ways of leadership and are able to influence their employees' behaviour in a positive way. With a concrete step-by-step plan, they are given a means to fulfil their role as leader more effectively and efficiently.