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$2\mathrm{.}5\mathrm{.}1$ Analyse this organogram with specific reference to the management functions and tasks of each level.

$2\mathrm{.}5\mathrm{.}2$ Identify your own position and analyse your own leadership and management functions and tasks.

$2\mathrm{.}5\mathrm{.}3$ Rate yourself on each these functions and tasks using the following proficiency scale:

PROFICIENCY SCALE

Proficiency Rating Level Description

Basic $1$ Demonstrates a basic understanding of the particular competency to be used in the work place, but requires guidance. Tasks or work activities are generally carried out under strict direction.

Proficient $2$ Demonstrates a sound level of understanding of the particular competency to adequately perform related tasks, practically without guidance. Work activities are performed effectively within quality standards.

Advanced $3$ Demonstrates high level of understanding of the particular competency to perform fully and independently related tasks.

Frequently demonstrates application that indicates profound level bof expertise. Can perform adviser or trainer roles. Work activities are carried out consistently with high quality standards.

$2\mathrm{.}5\mathrm{.}4$ Compile a development plan for those areas you need to improve.

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Situational Leadership

LEARNING OUTCOMES GUIDELINES

LO$14$: Explaining the principles of situational leadership.

LO$15$: Diagnosing the leadership needs of people in a business unit.

$14\mathrm{.}1$ The concept of situational leadership is explained with examples.

$14\mathrm{.}2$ The four basic leadership styles used by situational managers are named and explained and an indication is given of when it is appropriate to use each style.

$14\mathrm{.}3$ The difference between intended behaviour and perceived behaviour is explained with reference to the intention of the manager and the perception of the staff.

$14\mathrm{.}4$ The two basic behaviours that a manager can use to influence someone else are named and an indication is given of their relationship to the four basic leadership styles of situational management.

$15\mathrm{.}1$ The concept of development is explained as it is used in situation leadership.

$15\mathrm{.}2$ The concept of commitment is explained as it is used in situation leadership.

$15\mathrm{.}3$ The concept of competence is explained as it is used in situation leadership.

$15\mathrm{.}4$ The four levels of development in the situational leadership model are described in terms of commitment and competence.

$15\mathrm{.}5$ The needs of staff at each of the levels of development are explained with examples.

LO$16$: Explaining the levels of development used in situational leadership.

$16\mathrm{.}1$ The past performance of individuals in a business unit or team is analysed to determine their levels of commitment and competence.

$16\mathrm{.}2$ Possible reasons for poor or underperformance are identified in terms of commitment, competence and supervision.

$16\mathrm{.}3$ Problems that can result if a manager uses an inappropriate management style are indicated with reference to accountability and motivation.

$16\mathrm{.}4$ The leadership style appropriate for each member of a business unit is selected based on individual levels of development.

$16\mathrm{.}5$ The role of praise and reprimands in situational leadership is explained and an indication is given of when it is appropriate to use each.

LO$17$: Planning to introduce situational leadership in a business unit.

$17\mathrm{.}1$ The basic principles of situational leadership are explained to a group.

$17\mathrm{.}2$ The process to be followed in introducing situational leadership is explained and an indication is given of the expected outcomes and importance of consensus at contracting meetings.

$17\mathrm{.}3$ A plan is developed to introduce situational leadership in a business unit.

$17\mathrm{.}4$ The role of contracting in situational leadership is explained and an indication is given of why it is important to contract with members of a business unit.

$17\mathrm{.}5$ The steps in the contracting process are explained with examples.

$17\mathrm{.}6$ The contracting process is applied to contract with a member of a business unit.

$2\mathrm{.}6$ Explain the principles of situational leadership.

$2\mathrm{.}7$ Explain the levels of development used in situational leadership.

$2\mathrm{.}8$ A leadership style should be chosen, and must correlate with the worker's level of maturity. Choose one of your own subordinates to work with and do the following exercise: $($LO$14,$ LO$15,$ LO$16)$

$$ Write down this person's main responsibilities in the first column.

$$ The subordinate's job maturity and psychological maturity $($willingness$)$ for each task is indicated $($in terms of 'high', 'average' or 'low'$)$ in the second and third columns.

$$ Indicates the subordinate's combined level of maturity $($M$1,$ M$2,$ M$3$ or M$4)$ regarding each task in column $3.$

$$ Indicate the most applicable leadership style $($telling$,$ selling, participating or delegating$)$ for each task in the last column.

DUTIES Task Maturity

$($Knowledge and skill regarding the task. Experience$)$ Psychological Maturity

$($Attitude$,$ willingness to engage in the