Нельзя сказать, что в работе абсолютно всё зависит только от сотрудника или только от руководителя. Это активная встречная работа:
- сотруднику нужно расти профессионально, психологически и мотивационно,
- лидеру – применять нужный стиль руководства: вовремя давать указания, наставления и поддержку, а также в нужный момент предоставлять свободу действий.
Сегодня говорим о модели ситуационного лидерства, которая была разработана двумя учёными Полом Херси (Paul Hersey) и Кеном Бланшардом (Ken Blanchard).
Ситуационное лидерство, – это подход к управлению людьми, основанный на использовании 4 стилей управления в зависимости от ситуации и уровня развития сотрудников по отношению к задаче.
Теорию ситуационного лидерства разработали и описали в книге 1960 года «Менеджмент организационного поведения» («Management of Organizational Behavior») американские исследователи поведения Пол Херси и Кен Бланшар.
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Пол ХерсиАмериканский специалист по управлению. Профессор нескольких университетов. Соавтор концепции ситуационного лидерства. Основатель консалтинговой компании и Центра исследования лидерства. |
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Кен БланшарАмериканский исследователь поведения. Эксперт в области менеджмента. Соавтор концепции ситуационного лидерства. Автор 50 книг, переведенных на 37 языков («Одноминутный менеджер» и др.). |
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Согласно теории Херси-Бланшара выбор стиля лидерства зависит от готовности сотрудника выполнять задачи.
Работник готов выполнять задания, если:
- способен его выполнить
- хочет его выполнить
- уверен в своих силах
Согласно данной модели существуют 4 стиля лидерства и 4 степени развития подчиненного.
Два основных критерия, на основании которых сотрудника можно отнести к тому или иному уровню развития по отношению к задаче, – профессионализм и мотивация.
- Р 1 — «Неспособен, но настроен».
Профессионализм: только базовые знания.
Мотивация: высокая, много энтузиазма.
Например, выпускник ВУЗа. Образно говоря, это «новичок-энтузиаст».
- Р 2 — «Неспособен и не настроен».
Профессионализм: есть знания и навыки
Мотивация: низко мотивирован/демотивирован
Например, не оправдались ожидания от работы, идеи не встретили отклика со стороны лидера, перестал верить в компанию.
- Р 3 — «Способен, но не настроен».
Профессионализм: есть знания и хорошо развитые навыки для выполнения задачи
Мотивация: уверенность в себе и своих силах неустойчива, что может влиять на мотивацию
Например, сотруднику нужно дать понять, что ему доверяют — сотрудник должен осознать, что ему позволяют быть самостоятельным.
- Р 4 — «Способен и настроен».
Профессионализм: мастерское владение навыками
Мотивация: мотивирован и уверен в себе.
Речь идет именно о развитии сотрудников по отношению к задаче. Один и тот же человек может быть на разных ступенях развития по отношению к разным задачам. Одни уже даются ему легко, а другие – еще сложно. Соответственно, и стиль управления ситуативен.
- S 1 — Директивный стиль, или Лидерство путём приказа.
Лидер дает конкретные указания и следит за выполнением заданий. Основной способ лидерства — жесткая постановка целей и приказы.
- S 2 — Наставнический стиль, или Лидерство путём продажи идей — совмещение высокой ориентированности на задачу и на людей.
Руководитель дает указания и следит за выполнением заданий, но при этом объясняет принятые решения подчинённому, предлагает высказывать свои идеи и предложения.
- S 3 — Поддерживающий стиль, или Лидерство путём участия в организации процесса работы — высокая ориентация на людей и низкая — на задачу.
Лидер поддерживает и помогает своим подчиненным в их работе. Лидер участвует в процессе принятия решений, но решения принимаются в большей степени подчиненными.
- S 4 — Делегирующий стиль, или Лидерство путём делегирования.
Лидер передает полномочия, права и ответственность другим членам команды.
Каждому уровню развития сотрудника по отношению к задаче соответствует свой стиль управления:
- P1 –S 1 : мотивирован, но непрофессионален – нужны директивы
Для сотрудника уровня Р1 («Не способен, но настроен») четко ставим задачу и даем инструкции. Сотрудник нуждается в контроле.
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Р2 – С2: не мотивирован и непрофессионален – нужно натаскивание
Сотруднику уровня Р2 («Не способен и не настроен») нужны и директивы, и поддержка лидера, поэтому оптимальным будет наставнический стиль (С2). Вы натаскиваете сотрудника, повышая его профессионализм.
- Р3 – С3: профессионален, но не мотивирован – нужна поддержка
Сотрудник уровня Р3 способен к решению задачи, но не настроен. У него все в порядке и со знаниями, и с навыками, проблема только с мотивацией и уверенностью в себе. Соответственно, лидер выбирает поддерживающий стиль (С3), чтобы сотрудник осознал, что ему позволяют быть самостоятельным – его идеи находят отклик и конвертируются в рабочие успехи.
- Р4 – С4: мотивирован и профессионален – нужно делегирование
Мотивированный, опытный и способный на решение задач сотрудник уровня Р4 («Способен и настроен») может руководить и применять развивающие стили лидерства к менее опытным сотрудникам.
Заинтересованному, но неопытному новичку нужны инструкции и сильное руководство.
Постепенно осваивается с работой, но первый энтузиазм начинает гаснуть – и здесь лидер стимулирует его к самостоятельности, поиску решений в конкретных ситуациях.
Профессионализм растет, но мотивация может уменьшаться из-за усталости или сложностей с самореализацией. Главное в этот момент – развить задатки, а не «погасить» сотрудника, то есть ему нужна поддержка. Если он почувствует, что справляется, его идеи интересны, ему удается находить правильные решения и самореализовываться, к возросшему профессионализму добавится и мотивация. Если этого не происходит, часто на этом этапе сотрудник с низкой мотивацией увольняется.
Сотрудник развился до высокого профессионализма и мотивированности. На четвертом этапе он получает свой проект, начинает руководить командой отдела или проекта.
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