Dinesh DivekarDear Sarath,
Getting questionnaire apart, reliability and validity of the questionnaire is also important. Are we capable to assess reliability and validity?
For my training programmes, I also could not get the right questionnaire. To overcome this challenge, I explain the concept and later tell the participants to create situations for each quadrant of the SLM. This activity bolsters their understanding of SLM. Later I tell the participants, to write the names of their subordinates who fall in the respective quadrant. Action plan for each subordinate's upward movement from the existing quadrant (S1 --> S2 --> S3 --> S4) is also a important tool of implementation of SLM.
In the course of my trainings, I found deficiency in SLM. This model is heavily leader centric and not the subordinate centric. It teaches how leader should communicate with the subordinates. What about feedback from the subordinates? The model is silent on upward communication. Above all, this model requires manager to be a matured person. He/she must have mastered listening skills, questioning skills, counselling skills, feedback giving skills, interpersonal skills etc. What if the manager has not mastered these skills? Will he/she be able to tell, sell, direct and delegate effectively?
I am yet to come across with anyone who has studied the effectiveness of SLM and measurable and tangible results are not known.
All the best!
From India, Bangalore
mgoel216Hi, I have a workshop on Situational Leadership. Can someone pls suggest an activity for participants to understand different styles?
Also pls share a questionnaire for participants to judge their own dominant leadership style. Thanking for your support in advance.
From India, New Delhi
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