{"id":11925,"date":"2024-01-18T10:30:00","date_gmt":"2024-01-18T15:30:00","guid":{"rendered":"https:\/\/lei.flywheelsites.com\/the-lean-post\/articles\/art-of-lean-on-situational-leadership-part-1-an-introduction\/"},"modified":"2024-01-23T08:53:01","modified_gmt":"2024-01-23T13:53:01","slug":"art-of-lean-on-situational-leadership-part-1-an-introduction","status":"publish","type":"post","link":"https:\/\/www.lean.org\/the-lean-post\/articles\/art-of-lean-on-situational-leadership-part-1-an-introduction\/","title":{"rendered":"Art of Lean on Situational Leadership, Part 1: An Introduction"},"content":{"rendered":"\n<p><strong>Editor\u2019s Note<\/strong><em>: This&nbsp;<\/em>Lean Post<em>&nbsp;is an updated version of an article published on January 15, 2021. It is the first of three focused on the importance of people development in creating and sustaining a lean enterprise. The series explores the theme through three critical dimensions: leadership, coaching, and training. This inaugural piece delves into leadership.<\/em><\/p>\n\n\n\n<p class=\"has-text-align-center\"><iframe loading=\"lazy\" src=\"https:\/\/www.youtube.com\/embed\/TF4T6AUQk74\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><\/iframe><\/p>\n\n\n\n<p>In this video, Art Smalley sheds light on the dynamic concept of situational leadership, offering crucial lessons on how to assess a team member\u2019s needs and adapt leadership styles to support the team member most effectively.<\/p>\n\n\n\n<div style=\"height:41px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-full\"><a href=\"https:\/\/info.lean.org\/en-us\/cultivating-excellence\" target=\"_blank\" rel=\"noreferrer noopener\"><img loading=\"lazy\" decoding=\"async\" width=\"600\" height=\"300\" src=\"https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/cultivating-excellence-pdf.jpg\" alt=\"Free Ebook: Cultivating Excellence: Leading, Training, and Coaching for People Development\" class=\"wp-image-35449\" srcset=\"https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/cultivating-excellence-pdf.jpg 600w, https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/cultivating-excellence-pdf-300x150.jpg 300w, https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/cultivating-excellence-pdf-150x75.jpg 150w, https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/cultivating-excellence-pdf-375x188.jpg 375w, https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/cultivating-excellence-pdf-190x95.jpg 190w\" sizes=\"(max-width: 600px) 100vw, 600px\" \/><\/a><\/figure><\/div>\n\n\n<div style=\"height:41px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p>Based on foundational research by Paul Hersey, Ken Blanchard, and Dewey Johnson, Smalley discusses how effective leadership must evolve to elevate individuals to their highest potential, an idea central to lean thinking.<\/p>\n\n\n\n<p>Key takeaways include understanding four developmental levels and their corresponding leadership styles illustrated in the following graphic:<\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"382\" height=\"353\" src=\"https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/Situational-Leadership-Model.png.webp\" alt=\"\" class=\"wp-image-35385\" srcset=\"https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/Situational-Leadership-Model.png.webp 382w, https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/Situational-Leadership-Model.png-300x277.webp 300w, https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/Situational-Leadership-Model.png-150x139.webp 150w, https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/Situational-Leadership-Model.png-375x347.webp 375w, https:\/\/www.lean.org\/wp-content\/uploads\/2024\/01\/Situational-Leadership-Model.png-190x176.webp 190w\" sizes=\"(max-width: 382px) 100vw, 382px\" \/><figcaption class=\"wp-element-caption\">The Situational Leadership Model, developed by Paul Hersey and Kenneth Blanchard.<\/figcaption><\/figure><\/div>\n\n\n<p>Join us at the&nbsp;<a href=\"http:\/\/www.lean.org\/summit\">2024 Lean Summit<\/a>&nbsp;on March 19-20, where &#8220;Shaping Tomorrow, Developing People&#8221; will be our central theme. Connect with and learn from lean leaders on the pivotal role of people development in building a lean enterprise.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><em>This video is the first in a five-part series by Art Smalley on situational leadership<\/em>. <em>Access the remaining videos here: <\/em><strong><em><a href=\"https:\/\/www.lean.org\/LeanPost\/Posting.cfm?LeanPostId=1343\">Part 2<\/a><\/em><\/strong>, <strong><em><a href=\"https:\/\/www.lean.org\/LeanPost\/Posting.cfm?LeanPostId=1348\">Part 3<\/a><\/em><\/strong>, <strong><em><a href=\"https:\/\/www.lean.org\/LeanPost\/Posting.cfm?LeanPostId=1354\">Part 4<\/a><\/em><\/strong>, <em><strong><a href=\"https:\/\/www.lean.org\/the-lean-post\/articles\/art-of-lean-on-situational-leadership-part-5-being-an-expert-and-the-d4-s4-quadrant\/\" target=\"_blank\" rel=\"noreferrer noopener\">Part 5<\/a><\/strong><\/em>.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Editor\u2019s Note: This&nbsp;Lean Post&nbsp;is an updated version of an article published on January 15, 2021. It is the first of three focused on the importance of people development in creating and sustaining a lean enterprise. The series explores the theme through three critical dimensions: leadership, coaching, and training. This inaugural piece delves into leadership. In [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":34549,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"11647,12523,7421,12639,11735,4155","_relevanssi_noindex_reason":"","footnotes":""},"categories":[31],"tags":[],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.9 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Art of Lean on Situational Leadership, Part 1: An Introduction - Lean Enterprise Institute<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.lean.org\/the-lean-post\/articles\/art-of-lean-on-situational-leadership-part-1-an-introduction\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Art of Lean on Situational Leadership, Part 1: An Introduction - Lean Enterprise Institute\" \/>\n<meta property=\"og:description\" content=\"Editor\u2019s Note: This&nbsp;Lean Post&nbsp;is an updated version of an article published on January 15, 2021. 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