MIND

1
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MIND Rational Consulting Persistent Problem
solving Tough- minded Analytical Structured Delibe
rate Authoritative Stabilizing Position power
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SOUL Visionary Passionate Creative Flexible Inspir
ing Innovative Courageous Imaginative Experimental
Initiates change Personal power
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2
(high)
consideration
(low)
(high)
(low)
Initiating Structure
The Ohio State Leadership Quadrants
3
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4
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S3
S2
High
Explain Decisions provide Opportunity For
clarification
Participating
Selling
Share ideas And facilitate In Decision making
High Task High Rel
High Rel Low Task
Supportive Behavior
Low Rel Low Task
High Task Low Rel
Provide Specific Instructions And
closely Supervise performance
Turn over Responsibility for decision And
implementation
Telling
Delegating
S1
S4
Low
Task Behavior
low
High
Follower Readiness
Low
High
Low
High
R2 Moderate Low
High ( R4 )
Moderate high R3
Low ( R1 )
Able and Willing or Confident
Able but Unwilling or Insecure
Unable but Willing Or Confident
Unable and Unwilling Or insecure
5
Group Readiness From Chaos to Self-Management
Goal
Goal
Goal
Goal
Goal Alignment at Different Group Readiness
Levels
6
Group Leadership The Leaders Situational Role
Leader
Leader
Involving Participating
Clarifying Selling
R3
R2
Leader
Leader
M
M
M
M
M
M
M
M
M
Empowering Delegating
Defining Telling
R1
R4
The Leaders Situational Role in Groups (M
member)
7
Enlisting Facilitate Commitment Participate in
Decision Implementation
High
Enabling Envision and Develop the
Required actions Roles
S3
S2
Inspiring Actions
Endorsing
Enforcing
Sponsor the Transformation Monitor Progress
Destroy the Status Quo Implement New Structure
S4
S1
Low
Low
High
Structuring Actions
Low
High
Organizational Readiness
OR-4
OR-3
OR-2
OR-1
Source of Power
Versatile Integrated Committed
Fixated Fragmented Resistant
Inept but Cooperative Concerned
Perceptive But Divided Ambivalent
Source Hersey, Paul Blanchard, Kenneth with
Johnson, Dewey E, Management of Organizational
Behavior 7th Edition, USA, Prentice Hall,
P.533.
8
Flexible with Regard to External Environment
(Able)
Competing Culture
Learning Culture
Perceptive but Divided Ambivalent
Versatile Integrated Committed
Organizational Commitment (Willing)
Parochial Orientation (Unwilling)
OR-4
OR-3
OR-2
OR-1
Inept but Cooperative Concerned
Fixated Fragmented Resistant
Stagnating Culture
Conserving Culture
(Unable)
Rigid with Regard to Status Quo
Source Hersey, Paul Blanchard, Kenneth with
Johnson, Dewey E.1996 , Management of
Organizational Behavior 7th Edition, USA,
Prentice Hall, P.529.