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This style involves providing clear instructions and close supervision.

The supervisor outlines what, how, and when tasks should be done, closely monitoring progress to ensure standards are met.

This is a hands on approach. It’s typically used employees new to a role and need specific guidance to complete assignments. The goal is to get them to being self sufficient.

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Coaching combines a high level of direction with supportive guidance.

Supervisors offer both task-related instructions and encouragement, providing feedback to build competence and confidence in the employee.

This is a hands out approach. It’s ideal for employees who are developing their skills and motivation but still need direction.

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Supervisors assign tasks with minimal oversight, trusting the employee to take ownership of the work.

This style empowers experienced employees by giving them autonomy and responsibility, enabling the supervisor to focus on other priorities.

This is hands off approach. Delegating is suitable for employees who are both competent and confident.

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1. Differentiate between coaching, supporting, directing, and delegating.

2. Pros (Dos) and cons (Don'ts) of each leadership style.

3. Leadership Power

4. Take Away

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Dos:

Encourage growth by develop problem-solving and decision-making skills. (Use detailed plans they can refer to by your company or something you or your team created)

Give constructive feedback to build confidence and competence by celebrating accomplishments or over coming barriers.

Don’ts:

Don’t micromanage; give employees room to try things themselves, even make mistake and solving it themselves.

Don’t give overly open-ended guidance, this can be confusing. Instead make instruction clear or in writing for members to refer to.

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Dos:

Provide clear, specific instructions to reduce uncertainty.

Have consistency for tasks and goals to keep employees focused and accountable. (Daily check lists, post policies, establish one communication source)

Check for understanding to prevent mistakes and confusion. "My door is always open."

Don’ts:

Don't police them by monitor to close or picking at every little thing. Allow them to make mistakes and come up with their own solutions. You can ask if they need help, but be open to them wanting to figure it out on their own.

Don’t ignore employee input; some flexibility can build trust. "Thank you, I'll keep that in mind." or If you can't use their idea explaining why. This avoids the feelings of rejection and allows for future ideas to feel possible.

Don’t overdo it, be simple and to the point. Controlling or over sharing can be frustrating.

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Dos:

Encourage employees to develop independence while staying available for support. Provide positive reinforcement to boost their confidence, such as saying, "I won't help you because I believe you can do it."

Offer guidance and resources when employees are constantly ask for help, like sharing a useful link, resource or suggest taking notes.

Don’ts:

Avoid micromanaging; let employees make mistakes and use them as learning opportunities by providing constructive feedback afterward.

Don't try to fix everything for them. Also don't neglect the need for feedback; Offer input when you notice consistent mistakes (not a single mistake) such as, "I noticed you're struggling; can I offer some constructive criticism?"

Don't ignore the hard workers. All employees want or need the same level of support — always offer support even to the most competent team member they may need it and something is keeping them from asking for help.

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In the supporting style, supervisors shift their focus from directing tasks to encouraging and assisting employees as they gain more experience.

Here, supervisors provide help and resources as needed, fostering independence while remaining available for guidance.

This is a hands out approach and is more effective for employees who are skilled but may need motivation to fully leverage their abilities.

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Complete the Situational Leadership Style questionnaire to identify your default leadership approach.

Write your letters on a sticky note. Then calculate rating as a group. Share rating into the comments then discuss results.

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MBA 101 Leadership, Situational Leadership Contingency Model

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Dos:

Empower by granting ownership and responsibility for tasks.

Trust team members to take the lead at times, which can increase their motivation and job satisfaction.

Provide support as needed while allowing autonomy. Let them come to you, trust that they will.

Don’ts:

Avoid comments that may make people feel belittled or undermined. Tone and body language can have the same effect. Be mindful when holding discussions or announcements.

Don’t present yourself as if you know it all be human. You can make mistakes too.

Don’t neglect feedback provide input at the right time without over-criticizing, which can lead to micromanagement. If you can give it, you should take it. Be open to receiving feedback from your team as well.

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Share key takeaways from this training as a group.

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Challenger yourself and think hard about ways you want to improve as a leader. There is always room to grow.

Answer in the comment section below.
1. What leadership style do you most need to develop?
2. How will you adapt your current style to better serve your team?

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Power is the ability to influence or control the behavior, actions, or decisions of others to achieve desired outcomes.

In leadership, power refers to the capacity to guide, inspire, or direct a team or organization effectively, often through authority, expertise, relationships, or resources.

How power is used can significantly impact trust, motivation, and overall team dynamics.

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The misuse of influence to control or dominate others, often causing mistrust, low morale, and toxic environments. It includes coercion, favoritism, micromanagement, neglect, or manipulation, prioritizing personal gain over team well-being and trust.

Ego is frequently a driving force behind the misuse of power.

We’ve all displayed these behaviors at times. The key is to take accountability for missteps and actively work to rebuild trust or mend mistakes. Reflect on a time you made a regrettable decision and successfully resolved it with a coworker—what steps did you take to make things right?

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with great power comes great responsibility

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Leadership power is the ability of a leader to influence, guide, and direct the behavior, actions, and decisions of others within an organization. It is based on the leader's position, expertise, relationships, and the resources they control. Effective use of leadership power can motivate, inspire, and align teams with organizational goals.

Positional Power

Expert Power

Reward Power

Referent Power

Coercive Power

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Positional Power is derived from one’s role or authority in the organization.

How ever you got to this position (supervisor, manager CEO) you have a set of clear expectation and responsibilities to be accountable for.

You have a responsibility to model integrity and fairness in decision-making and treatment amongst your team.

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Reward Power is to provide incentives or recognition.

This power is earned when you are recognizing for achievements fairly.

This power is granted to hard working leaders that are offered meaningful rewards such as promotions or trust.

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Referent Power is based on likability, respect, and trust.

This is also earned when you build strong relationships through empathy, respect and simply listening to others.

Often natural leaders have this power and can be granted this in any position, people will want to respect you and follow you because you offer traits that are likable.

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Expert Power is based on knowledge, skills, or expertise.

If you are someone with a degree or extensive experience and you can share explicit knowledge to empower your team, you are an expert.

You may know something that others don't or have built credibility by staying informed and competent in your field.

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Situational Leadership is a leadership approach where leaders adjust their style based on the needs of their team and the situation. It recognizes that different tasks and employees require different levels of guidance and support. Leaders use four main styles: directing, coaching, supporting, and delegating, depending on the employee's skill and confidence. The goal is to match the right leadership style to help each employee succeed.

- Directing (High directive, low supportive)
- Coaching (High directive, high supportive)
- Supporting (Low directive, high supportive)
- Delegating (Low directive, low supportive)