Training Industry Magazine - September/October 2019 - 30

* What leadership style approach has
the highest probability of success
given the answers to the first
two questions?
This model helps leaders adapt their
approach regardless of the circumstances
they attempt to influence. In addition
to leadership style, adaptability is also
measured. Adaptability means that,
regardless of what comes naturally or is
most comfortable, the leader can employ
whatever approach has the highest
probability of success.

SOCIAL STYLE®
The SOCIAL STYLE Model® was developed
in the 1960s by Dr. David Merrill and
Roger Reid and describes behavior along
two continuums: assertiveness and
responsiveness. By plotting these two
independent dimensions together, the
model is formed and results in four social
styles (see Figure 2). Each style describes a

person's preferred way of communicating,
making decisions and achieving work
goals. For leaders, recognizing their own
style and the styles of followers helps them
determine how best to communicate
priorities and schedule work to fit the
natural styles of team members.
The profile also measures versatility,
an indicator of a leader's interpersonal
effectiveness when working with others.
High versatility means a leader consistently
interacts with others by focusing not only
on their own needs and the situational
requirements, but also on others' concerns
and preferences. When leaders regularly
practice high versatility, followers develop
trust that the leader understands them
and their needs, along with the situational
requirements and work priorities.

Research Findings
The research project was conducted over
the course of 18 months and sought to
understand the relationships among:

* The four Situational Leadership® styles
and the four SOCIAL STYLES
* The four Situational Leadership® styles
and versatility
* The four SOCIAL STYLES and adaptability
* Adaptability and versatility (Is the ability
to match your leadership style to a
follower's Performance Readiness® level
correlated with the perception of your
overall interpersonal effectiveness?)
The SOCIAL STYLE Model® suggests that
people have natural behavioral tendencies
and preferences, and leaders should
adjust their behavior and communication
to followers' styles and preferences to
help each other achieve goals. Situational
Leadership® indicates that leaders should
adjust their leadership style based on
the situational needs and performance
abilities of followers.
Our research found, with statistical
significance, that a leader's SOCIAL

FIGURE 1

FIGURE 2

Situational Leadership®

SOCIAL STYLE MODEL™

Influence Behaviors

Parti

S2

S4

S1

ANALYTICAL

ASK ASSERTIVE

el

D

LOW

AMIABLE
LOW

HIGH

Task Behavior
Directive Behavior

Performance Readiness®
HIGH

R4

MODERATE

R3

R2

LOW

R1

Situational Leadership® and Performance Readiness® are registered trademarks of
Leadership Studies, Inc. Copyright © 1972 - 2019. All Rights Reserved.

| 30

DRIVING

TELL ASSERTIVE

i ng

eg

ati

ll
Te

ng

S3

EMOTE RESPONSIVE

Supportive Behavior
Relationship Behavior

lli n g

cip

Se

at

i

ng

CONTROL RESPONSIVE

HIGH

SOCIAL STYLE MODEL™

EXPRESSIVE



Training Industry Magazine - September/October 2019

Table of Contents for the Digital Edition of Training Industry Magazine - September/October 2019

Thinking More Broadly About How Adults Learn
Table of Contents
Mentoring: 4 Keys To Making it a Meaningful Learning Experience
Formalizing Informal Learning: Tinker Dabble Doodle Try
The Accidental Learner
Percolating Builds Depth
Coaching is a Cop-Out
Close More Deals With Story Selling
Partnering for the Power of Knowledge: How Can Knowledge Sharing Foster Collaboration Among L&D and Employees?
Organizational Resiliency: a Function of Leader Adaptability and Versatility
Rules of Engagement for by Laura Francis Mentoring Reverse
Steps to Formally Make The Informal Part of Your Content Strategy
The Play's the Thing': The Power of Story-Based Learning
Fujitsu’s Experiment With Peer Coaching Pays Off
How to be Authentic When Collaborating on Multicultural Virtual Teams
Making the Case for Informal Learning at Work
Formalizing Informal Learning to Improve Performance
Making Learning Fun Again
Investing in the Future of the Worker, Not Just the Future of Work
Company News
Training Industry Magazine - September/October 2019 - Cover1
Training Industry Magazine - September/October 2019 - 2
Training Industry Magazine - September/October 2019 - Thinking More Broadly About How Adults Learn
Training Industry Magazine - September/October 2019 - Table of Contents
Training Industry Magazine - September/October 2019 - 5
Training Industry Magazine - September/October 2019 - 6
Training Industry Magazine - September/October 2019 - 7
Training Industry Magazine - September/October 2019 - 8
Training Industry Magazine - September/October 2019 - Mentoring: 4 Keys To Making it a Meaningful Learning Experience
Training Industry Magazine - September/October 2019 - 10
Training Industry Magazine - September/October 2019 - Formalizing Informal Learning: Tinker Dabble Doodle Try
Training Industry Magazine - September/October 2019 - 12
Training Industry Magazine - September/October 2019 - The Accidental Learner
Training Industry Magazine - September/October 2019 - 14
Training Industry Magazine - September/October 2019 - Percolating Builds Depth
Training Industry Magazine - September/October 2019 - Coaching is a Cop-Out
Training Industry Magazine - September/October 2019 - 17
Training Industry Magazine - September/October 2019 - 18
Training Industry Magazine - September/October 2019 - 19
Training Industry Magazine - September/October 2019 - Close More Deals With Story Selling
Training Industry Magazine - September/October 2019 - 21
Training Industry Magazine - September/October 2019 - 22
Training Industry Magazine - September/October 2019 - 23
Training Industry Magazine - September/October 2019 - Partnering for the Power of Knowledge: How Can Knowledge Sharing Foster Collaboration Among L&D and Employees?
Training Industry Magazine - September/October 2019 - 25
Training Industry Magazine - September/October 2019 - 26
Training Industry Magazine - September/October 2019 - 27
Training Industry Magazine - September/October 2019 - 28
Training Industry Magazine - September/October 2019 - Organizational Resiliency: a Function of Leader Adaptability and Versatility
Training Industry Magazine - September/October 2019 - 30
Training Industry Magazine - September/October 2019 - 31
Training Industry Magazine - September/October 2019 - Rules of Engagement for by Laura Francis Mentoring Reverse
Training Industry Magazine - September/October 2019 - 33
Training Industry Magazine - September/October 2019 - 34
Training Industry Magazine - September/October 2019 - 35
Training Industry Magazine - September/October 2019 - Steps to Formally Make The Informal Part of Your Content Strategy
Training Industry Magazine - September/October 2019 - 37
Training Industry Magazine - September/October 2019 - 38
Training Industry Magazine - September/October 2019 - 39
Training Industry Magazine - September/October 2019 - The Play's the Thing': The Power of Story-Based Learning
Training Industry Magazine - September/October 2019 - 41
Training Industry Magazine - September/October 2019 - 42
Training Industry Magazine - September/October 2019 - 43
Training Industry Magazine - September/October 2019 - Fujitsu’s Experiment With Peer Coaching Pays Off
Training Industry Magazine - September/October 2019 - 45
Training Industry Magazine - September/October 2019 - How to be Authentic When Collaborating on Multicultural Virtual Teams
Training Industry Magazine - September/October 2019 - 47
Training Industry Magazine - September/October 2019 - 48
Training Industry Magazine - September/October 2019 - 49
Training Industry Magazine - September/October 2019 - 50
Training Industry Magazine - September/October 2019 - Making the Case for Informal Learning at Work
Training Industry Magazine - September/October 2019 - 52
Training Industry Magazine - September/October 2019 - Formalizing Informal Learning to Improve Performance
Training Industry Magazine - September/October 2019 - 54
Training Industry Magazine - September/October 2019 - Making Learning Fun Again
Training Industry Magazine - September/October 2019 - Investing in the Future of the Worker, Not Just the Future of Work
Training Industry Magazine - September/October 2019 - Company News
Training Industry Magazine - September/October 2019 - Cover4
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