The change paradigm requires leadership that is flexible and adaptable, while maintaining a clear vision of the goals and the actions necessary to achieve them. This is the strategic leadership approach; a consistent approach governed by a thorough understanding of a few key constants in the supervisor/direct report collaboration.
Key Benefits
- Create a structured framework for leadership development
- Improve leadership ability across the whole organisation through constant reinforcement of a systematic management system
- The SLTi is clear and intuitive; a new, down in the trenches, prescription for leading
- Relevant for first time leaders
- Develop managers leadership competencies quickly and effectively
- An easy-to-use self-scoring assessment - get results in 30 minutes.
Learning objectives include
- Create ownership and responsibility to lead by considering individual performance needs
- Improve sensitivity to a wider range of effective leadership actions
- Learn individual tendencies in a variety of management situations
- Learn to make the strategic decision preceding virtually every supervisory action to influence performance by emphasising the 'task' or the 'people'
- Recognise the strengths and weaknesses of your dominant SLTi style
- Learn to flex your style appropriately to the needs of the direct report
- Effectively use the Instruct, Relate, Coach, and Delegate styles
- View performance situations in terms of how capable the employee is and how strongly they desire to perform well
- Master 3 simple steps that can be applied in all performance management situations
- Plan your use of strategic leadership back on the job
- Integrate an employee development strategy into the use of strategic leadership styles.
What to order: You will need 1 Paper or Online assessment per participant. For maximum benefit, purchase 1 Facilitator Guide per trainer.
Trainers/Management instructors will benefit from a holistic explanation of management science culminating in the author’s development of the Strategic Leadership Type Indicator model. This 24 page appendix discusses early management research at Ohio State University and by Blake/Mouton and Hersey/Blanchard which resulted in the first managerial grids. It goes on to discuss flaws widely recognised in these management concepts, and then explains how the Strategic Leadership model ameliorates and overcomes these criticisms by its incorporation of tactical flexibility within a strategic position.
