Free pdf ebook
The Engaging Leader Questions Library
Are you a leader, or a manager? Are you responsible for the team at work? Or maybe you run a project in a distributed team?
Or perhaps you ask yourself the question: how to become a better leader?
Here 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 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 leadership style 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.
It can even be said that it answers the questions very practically:
"What exactly to do to be a better leader?" or "How to become a better leader?".
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/herself.
This is the third version of this free ebook for business leaders. The booklet is successively developed, refined and sent to subscribers of the Empowerment Coaching website. It currently consists of 19 pages and contains over 40 specific questions to use immediately.
Enter your details to download the free Library
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 engagement.
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 concrete techniques and methods to increase employee engagement and start practicing Engaging Leadership - download our free ebook in pdf format.
This ebook collects 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 leadership coaching sessions, during which we worked on very specific situations at work.
Situational Leadership - four stages of employee readiness
According to the Situational Leadership 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 leadership and 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 the level of commitment.
This model o employee readiness 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 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, is bored with this turn of events, and 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 widespread and unconscious mistake) is an attempt to micromanage such a person.
So if you would like to learn concrete 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.
Blanchard's Comprehensive Model of Situational Leadership
Let us devote a few more words to the Situational Leadership Model developed by Blanchard and Hersey. Nowadays, the roles of manager and leader are becoming more and more complex, and the ability to adapt is the key to both maintaining the psychological balance of the leader and the flexibility of the entire organization.
Good understanding and conscious use of Situational Leadership styles supports building trust in the team and increases the involvement of its members by bringing out the best in people.
So what exactly is the Situational Leadership Model?
The Situational Leadership Model is a set of practical interpersonal tools and a repeatable, proven process that business leaders can use to better influence others. And because the ability to influence others is at the heart of this model, the tools available in it can be successfully used not only in relation to your team members, but in any situation where you want to feel influencing other people.
The process always begins with a clear understanding of the task or goal to be achieved. In addition, a task or goal is a focal point for both the leader and the follower. It is the leader who must adapt to the follower's readiness to perform a given task or achieve a given goal.
What are the benefits of using Situational Leadership?
Situational Leadership creates a common language for achieving intended results
Situational Leadership enables multi-directional influence
Situational Leadership makes the situation real by using the specificity of the task as a measure of performance related to the capabilities of employees
Situational Leadership allows leaders to effectively change the behavior of employees and other people
Situational Leadership accelerates the pace and quality of employee development
Situational Leadership teaches leaders to correctly interpret and respond effectively to a given situation
Situational Leadership supports the psychological safety of the employee
Situational Leadership is conducive to the increase of employees' commitment and their personal satisfaction and pride in themselves
What key competencies does a leader develop through Situational Leadership?
Efficient Situational Leaders can boast a high level of at least four key and even critical competencies nowadays:
The Situational Leader is able to quickly diagnose the encountered situation, and in particular recognize the level of readiness of a given person to perform a specific task
- The Situational Leader is able to flexibly dadapt your behavior and communication style depending on the situation
- The Situational Leader is able to exert influence in ways that followers can both understand and accept.
- The Situational Leader is able to work effectively towards optimal performance
Does the Situational Leadership Model stand the test of time?
The Hersey and Blanchard model was developed in the 1960s. And it definitely stood the test of time. Mainly for two reasons:
it is easy to understand
it has proven itself in practice in most environments and for most people
Furthermore, it can be said that Situational Leadership is NOT something you do TO people, but something you do WITH people.
This model is also applicable to managerial positions at many levels of management. At its center is a man, but it is not a model focused narcissistically on the leader. On the contrary! The human being at the center of this model is the person who is to perform a given task and whom the leader is supposed to lead in the most skillful way.
Matrix of Blanchard and Hersey's Situational Leadership Model
This is how we came to the essence of the Situational Leadership Model, which is presented as a graphical matrix.
The levels of employee readiness R1, R2, R3, and R4 described earlier correspond to the situational leadership styles S1, S2, S3, and S4.
These styles are in order:
S1 - Directive Leadership Style
S2 - Coaching Leadership Style
S3 - Supportive Leadership Style
S4 - Delegating Leadership Style
Styles S1 and S2 take the leader the most time and require the greatest commitment from him. But the long-term goal of any team leader is to get each of their team members to R3 and R4 employee readiness levels.
On this occasion, it is worth dedicating a few words to the name of the S2 leadership style.
In the native language of the creators of the Situational Leadership Model, this style is defined as Coaching Style. But this time we are not dealing with the coaching style of management, but with the style of a trainer. In this style, the leader behaves like an experienced coach of a sports team.
The graphics below show the matrix of the Situational Leadership Model related to the levels of employee readiness listed below.