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
