Devops for Growth

Applying the Situation-based Leadership Model

It would be wonderful to have every employee on our teams at the R4 level, but we know that is very uncommon.  We typically have employees at every level of follower readiness and therefore must lead them with the applicable behavior.  Thus the term situational leadership™ model.

Follower Readiness

Most Appropriate Leadership Style

R1: Low confidence/ability

S1: Telling

R2: Confident but lacking skills

S2: Selling

R3: Higher skills but lacking confidence

S3: Participating

R4: High skills, High Confidence

S4: Delegating

Voir la map en PDF / Voir la map interactive

Also check out the complete Fostering Self-organizing Teams series:

• What is a Self-organizing Team?
• Scrum Magic! Do Scrum – Become Hype-productive!
• 3 Models for Skills Acquisition
• Shu Ha Ri
• The Dreyfus Model of Skills Acquisition
• Situational Leadership
• Tuckman’s Stages of Group Development
• Drexler/Sibbet Team Performance Model
• The ScrumMaster’s Role is Fostering a High Performing Self-Organizing Team
• 7 Attributes of a Self-Organizing Team
• Delegation Board for Fostering a Self-Organizing Team
• The ScrumMaster’s Progressive Delegation Responsibility
• Fostering Self-Organizing Teams Presentation

Stage 1: forming

High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and leader. Leader directs (similar to Situational Leadership® 'Telling' mode).

Stage 2: storming

Decisions don't come easily within group. Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Leader coaches (similar to Situational Leadership® 'Selling' mode).

Stage 3: norming

Agreement and consensus largely forms among the team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. Leader facilitates and enables (similar to the Situational Leadership® 'Participating' mode).

Stage 4; performing

The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively, and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. Team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. Leader delegates and oversees (similar to the Situational Leadership® 'Delegating' mode).