S A Partners are proud to be an approved Blanchard Channel Partner, and to deliver open Situational Leadership® II training workshops for the UK, Ireland and US regions only. We can also run them in-house at your own organisation around the world. Please contact Mick Moreton for further details.
Situational Leadership® II (SLII) is recognised as both a business language and a framework for employee development that transcends cultural, linguistic, and geographical boundaries. Its foundation lies in teaching leaders to diagnose the needs of an individual or a team and then use the appropriate leadership style to respond to the needs of the person.
Leveraging the theory and design that has made Situational Leadership® II the world’s most taught leadership training model, our award-winning learning design, The SLII ExperienceTM, uses game-changing techniques that immerse learners in SLII quickly, deeply, and effectively.
Bringing together highly engaging classroom activities with pre- and post-tools helps reinforce, measure, and cement learning. Short, fast-paced learning scenarios using real work problems capture learners’ attention. The outcome is that learners get up-to-speed and start using SLII faster than ever before.
The Power of Situational Leadership® II Training and Coaching
In 2013 an independent case study was conducted to understand the impact of leadership training on leaders and their direct reports and the secondary effects of coaching to support the reinforcement of the concepts learned in training. One hundred twenty-four individuals participated in the pre-survey and 78 individuals participated in the post-survey.
The control group of managers received two half-day Situational Leadership® II (SLII®) program training sessions from The Ken Blanchard Companies® . Pre- and post-assessments were administered to the direct reports of these leaders before and after the SLII training.
The treatment group of managers received the same two Blanchard® half-day training sessions using SLII as well as three monthly coaching sessions in which they were able to review their assessment reports, diagnose problems, and work with a coach to brainstorm how they might use the concepts of SLII to solve these problems.
The purpose of the study was to determine the effect of certain directive and supportive leader behaviors on
The affect or emotional state of the direct report • The interpersonal relationship of the direct report with the leader • The satisfaction the direct report had in regard to the leader
The connection to five specific work intentions—performance intentions, willingness to endorse the organization, willingness to stay with the organization, intent to exert discretionary effort on behalf of the organization, and intent to be a good organizational citizen