我就喜歡這樣的妳

( Effective Leadership in Adventure Programming / Simon Priest & Michale A. Gass) 

ch 18 Flexible Leadership Style 

 Leadership styles are the ways in which you express your influence. We can categorize styles in many different ways. 

Leader styles  : 

1. telling: when using tellinng style, you make the decision amd demand action from the group members.

2. selling: when selling, you make the decision and convince the group members of its merit.

3, testing: whn testing, you present the decision, but invite group members to modify it.

4. consulting: when consulting, you present the problem and seek input in the decision.

5. joining: In joining, you outline the entire problem and let the group formulate the entire dicision.

6. delegating: In delegating, you let th group members to outline the problem fir themselves and come to their own decision. 

 three set of pairs to define three outdoor leadership styles that form a continuum of decision-making power 

1, autocratic ( telling or selling)  : leader makes decision , and group members might be unable or unwilling.

2. democratic ( testin or consulting ）leader shares the power of decision making

3. abdicratic  （ joining or delegating) : decision made by group members ( able and willing) 

 Leadership is situational which influenced by people and environment of participants. 

 Hersey and Blanchard's situational leadership model 

Situational Leadership incorporates two dimensions of leader behavior in its concept of leadership: directive and supportive.

• 1. Directive behaviors assist followers in accomplishing the task by providing direction, articulating clear goals and means to evaluate progress, clarifying roles and demonstrating how the goal can be achieved.
• 2. Supportive behaviors help followers feel comfortable about themselves, others, and the situation. They include open communication, praising others’ work, listening to others’ ideas, and creating an open environment.

The model asserts that leaders assess the competence and commitment of their followers and adjust their style along these dimensions to best meet the changing needs of followers. The graphic above shows the connection between follower competence and commitment and the four leadership styles prescribed in this theory. For example a D1 follower (red) has low competence but high commitment to the task. According to Hersey and Blanchard this follower will be most successful with "directing" leadership (S1, also red). Using the X and Y-Axis on the table shows that directing leadership has highly directive behavior, but has lower supportive behavior.

 cited from https://situationalandcontingencyleadership.weebly.com/situational-leadership-theory.html

 photo credit https://toughnickel.com/business/What-is-the-Situational-Leadership-Theory

( photo credit http://www.free-management-ebooks.com/faqld/leadtheory-06.htm

  the Hersey-Blanchard Situational Leadership Theory

 R1  & S1

Leadership: Autocratic - telling 

 The leader of the group simply tells each member what to do, and how they would like them to do it.

 R2  & S2

Leadership: democratic ( selling )  

While the team members are still directed by the leader, the leader is more likely to engage with the team members along the way.

 R 3  & S3

Leadership: Democratic ( participating ）  

the leader tries to build relationships with those on the team - really becoming part of the team.  the leader might not even make all of the decisions in this style, perhaps deferring at certain points to members of the team with more experience or knowledge in a given area.

 R4  & S4

Leadership: abdicratic ( dekegating )  

 the leader passing on most of the responsibilities for a given project or task to various members of the team. 

 Stage of Group develpopment  

Adventure programs foster the development of groups. Groups tend to envolve through a series of progresive stages. 

1. Forming: encmpasses the discomforts, concerns, feelings and doubts members experience in a new group.

- initial stage of group development 

- emphasis on getting acquainted

- not committed to "big picture" 

 leadership: autocratic 

2. Storming : occurs when participants begin to meet the  needs of the group, question authority, and feel more comfortable about themselves and their relationships.

- characterized by power struggles, conflict, establishment of peckinh order

- group values are defined, personal agendas revealed

- group may become polarized around particular issue 

 leadership: democratic 

3. Norming : involves members addressing approprites and necessary standards of behavior through which a greater sense of order prevails.

- characterized by cooperation and collaboration

- group rules , nors emerge

- members are willing to offer or accept help

- personality conflicts tend to dissipate ( We / Us/ Our ) - clarification 

 leadership: abdicratic 

4. Performing : finds the group concentrating on the tasks at hand with mutual support and interaction among group members.

 leadership: democratic 

5. Adjouring: provides closure of the task, including the iminent end of relationship

 leadership: autocratic 

  other factors affecting group dynamic 

1. indivisual needs : 

2, variation in development 

3, Group restructuring 

4, members' unique characterisic