The Engaging Leader Questions Library
Are you a leader, a manager? Are you responsible for the team at work? Or maybe you run a project in a distributed team?
This is the Engaging Leader Questions Library, available in * .pdf file format.
There you will find questions that as a leader you can quickly apply at work, both in 1-on-1 meetings and in team meetings.
These are coaching questions for managers.
It is an e-book that allows a manager or leader to act as a coach.
These are the questions that develop the coaching style of management.
But not only!
It is primarily Engaging Leadership in practice.
And the main goal of this approach is to ensure a sense of psychological safety at work.
This approach has a very positive effect on your employees. It results in natural motivation, a sense of agency, respect, being appreciated and ultimately increasing job satisfaction. As a result, the commitment increases, which is the result of an autonomous, internal decision of the employee. It's engaging leadership in action.
The library was established as a result of many coaching sessions conducted with managers and middle and senior managers. It addresses very specific situations and provides practical solutions that can be used immediately.
In addition to the so-called strong open questions, you will find in it also:
elements of critical thinking (Socratic method),
elements of the art of facilitation of group meetings,
a technique for evaluating the overall team plan that enables joint decision-making that immediately creates the commitment of team members
a special section containing the effective method of the leader working on himself.
This is the first version of this booklet. It will be gradually developed, refined and sent to subscribers of the Empowerment Coaching website.
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What is Engaging Leadership?
Kenneth Blanchard, a recognized leadership authority, said:
"The art of leadership is the art of convincing people,
that they perform the entrusted tasks voluntarily "
Paul Hersey and Kenneth Blanchard developed a situational management model based on many years of research in organizations. As a result, a new way of thinking about management styles was born, focusing on the statement that management style depends on the situation.
Each employee requires a different approach. There is no one ideal leadership style - it depends on the situation. And above all, on the level of the employee's development and the tasks to be performed by the employee.
We always define the level of employee readiness in relation to a specific task. It is not a permanent feature of a given employee. One person may have a high level of readiness in one task and a low level of readiness in another.
In turn, the level of employee readiness consists of two elements:
1. their competencies and 2. their engagemnt.
At this point, let's skip the broad topic of competencies and focus on the engagement element. After all, we are talking about an e-book on Engaging Leadership.
The engagement is the sum of:
1. the employee's motivation, but also 2. the employee's faith in their own abilities.
Motivation is the employee's attitude towards a specific task (enthusiasm, interest, neutrality, aversion). Self-confidence, in turn, is the employee's subjective view on the possibility of independent and effective performance of a given task.
Especially in the latter element, the leader can play a key role by presenting an engaging leadership attitude based on deep, sincere intention and appropriate techniques.
So what is Engaging Leadership?
This is, in a nutshell:
firstly, the leader's ability to assess the current level of employee readiness (readiness = competence + engagement)
second, the leader's ability to influence:
the increasing level of employee motivation,
a positive change in the employee's subjective self-confidence
(engagemnt = motivation + self-confidence)
So if you would like to learn very specific techniques and methods to increase employee engagement and start practicing Engaging Leadership - download our free ebook in pdf format.
This ebook is getting very positive feedback, especially from the middle and senior managers. Maybe because it was created based on confirmed substantive knowledge, as well as on the basis of many coaching sessions conducted with managers, during which we worked on very specific situations at work.
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The four stages of employee readiness
According to the model of Hersey and Blanchard, a very important factor is the ability of the leader to apply different styles of leadership. They also emphasize the importance of the best possible communication, which supports the effectiveness of the employee in achieving the goal.
The management style should be adapted to the employee's readiness stage. Hersey and Blanchard distinguish four stages of employee readiness, which depend on both the employee's level of competence and his level of commitment.
This model is shown in the graphic below.
At what stage of readiness according to Blanchard is your employee?
As can be seen in the above model, in order to be able to determine the level of employee readiness, it is necessary to define both his competencies (which in this model are understood as the sum of knowledge and skills) and the level of employee engagement. In particular, his motivation and faith in the ability to perform tasks.
Only when these two conditions are met can you get the maximum benefit from Engaging Leadership.
To help you determine the level of readiness of your employees, we have prepared the following summary:
Readiness level R1:
Engagement High | Competence Low
Blanchard defines such employees with the term Enthusiastic or Cautious Rookie.
Such an employee, due to his low competencies, is unable to perform the task independently. Nevertheless, he is very motivated to do it. Often, low competencies are the result of a lack of experience. And usually, young workers or new hires are highly motivated.
Readiness level R2:
Engagement Low | Competencies Low/Medium
He is a Disappointed Adept or an Illusionless Adept.
This situation occurs when the employee has low or negligible competencies to perform the task and therefore shows a low level of willingness to work. Often these are people who have been given a task beyond their capabilities. In addition, they are left to themselves but are required to perform tasks in the same way as people with high competencies.
Readiness level R3:
Engagement Low | Competencies Medium/High
Here he greets us Competent but Cautious or Bored Practitioner.
In this case, we are dealing with two types of employees:
The first one has sufficient competence to perform the task, but at the same time has a low level of commitment due to a lack of self-confidence.
The second one has high competencies but has done this task many times, and is bored with this turn of events, will show a low level of willingness to do it. We can also deal with the quiet torpedoing of the task.
Readiness level R4:
Engagement High | Competencies High
It is an Independent Expert.
Every leader would like to have such an employee. Best of all, he would like to get it as a gift. But it can "have" it precisely by consistently applying the principles of Engaging Leadership and wise development of its employees, including proper career development planning.
And at this point, it is worth emphasizing that one of the biggest mistakes of a leader in dealing with an Independent Expert (and unfortunately a very common and unconscious mistake) is an attempt to micromanage such a person.
So if you would like to learn very specific techniques and methods to increase employee engagement and start practicing Engaging Leadership tailored to the level of readiness of your employee - download our free ebook in pdf format.