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Responsive Leadership helps supervisors identify the behaviour that best matches the situation, a given person doing a given task. This responsive behaviour stimulates a powerful two-way exchange between the individual and the supervisor.
Responsive Leader Summary is a free downloadable article that explains how the Responsive Leader formalises the experience of most managers - giving them a practical tool to act more effectively and with greater confidence.
It is of great benefit to supervisors who have a positive attitude and want to develop their direct reports to their fullest potential.
• Determine if current leadership style is appropriate for individual employees
• Learn how to assess employee commitment and capability levels
• Discover how to quickly identify which leadership style is best for each employee
• Understand why coaching and energising are critical to maximising employee performance.
Theory and Development
The basic principle of Responsive Leadership is to supervise people in a way that matches their individual capability. By adapting their behaviour to the capability of their direct reports, responsive supervisors encourage them to perform well and develop to their full potential.
It is generally recognised that capability has two main components – one pertains to task performance and the other involves engagement and effort. These are often referred to as skill and attitude, or ability and willingness. In Responsive Leadership, these behaviours are called competence and commitment.
The Responsive Leadership Model identifies four levels of leader intervention:
Direct: This is the way we do it.
Persuade: We do it this way because.
Involve: How do you think we could do it better?
Trust: Use your initiative freely so we can do it as well as possible.
Each of the four styles comprises varying levels of leader intervention. At the lower end of the scale, the Direct style involves frequent supervision. At the other end, the Trust style requires very little leader intervention and these employees are allowed to exercise their initiative more than others.
When the leadership style is in sync with the employee’s capability then the leader is employing an appropriate amount of intervention. When leadership style and employee capability are out of sync, it will feel to the employee that the leader either intervenes too much, or too little, and some adjust on the part of the leader will be required.