SLII
One employee works independently while another needs constant support; the same leadership style does not work for both.
Open card →37 tools · 6 subcategories
Leadership & Motivation
Motivation, development, delegation, and feedback. How can we help a person perform better?
Where to start
Core set
If this topic is new to you, start with these tools.
Leadership styles
Outcome · Situation · Choices · Actions · Review
You need to better understand how to lead, motivate, or develop a person.
Open card →Energy · Energize · Edge · Execute
You need to better understand how to lead, motivate, or develop a person.
Open card →Katz Skills Model
You need to better understand a person’s behavior, development, or motivation.
Open card →Blanchard Situational Management
You need to better understand a person’s behavior, development, or motivation.
Open card →Transformational Leadership
The organization needs more than task management; people need meaning, energy, and commitment to a larger change.
Open card →Servant Leadership
Leadership has become a bottleneck because decisions and support flow primarily from the manager.
Open card →Vroom–Yetton–Jago Decision Model
A leader must decide how much team participation is appropriate for an important decision.
Open card →Motivation
Herzberg Two-Factor Theory
Working conditions improved, but engagement barely changed.
Open card →Theory X · Theory Y · Theory Z
You need to better understand how to lead, motivate, or develop a person.
Open card →Maslow's Hierarchy of Needs
You need to better understand how to lead, motivate, or develop a person.
Open card →Intrinsic & Extrinsic Motivation
A manager needs to better understand a person’s behavior, motivation, or development.
Open card →Yerkes–Dodson Law
A manager needs to better understand a person’s behavior, motivation, or development.
Open card →Hawthorne Experiments
You need to better understand a person’s behavior, development, or motivation.
Open card →SCARF Model
A change or management interaction triggers defensiveness, status concerns, or loss of control.
Open card →Self-Determination Theory
External incentives are not producing sustainable motivation or ownership.
Open card →Feedback
Radical Candor
You need to better understand how to lead, motivate, or develop a person.
Open card →One-to-One
You need to better understand how to lead, motivate, or develop a person.
Open card →360-Degree Feedback
You need to better understand how to lead, motivate, or develop a person.
Open card →Performance Review
You need to better understand how to lead, motivate, or develop a person.
Open card →Hamburger Feedback
A manager needs to better understand a person’s behavior, motivation, or development.
Open card →Other tools
MBWA
You need to better understand how to lead, motivate, or develop a person.
Open card →Needs Theory
A manager needs to better understand a person’s behavior, motivation, or development.
Open card →David Maister Model
A manager needs to better understand a person’s behavior, motivation, or development.
Open card →Pezeshkian Crystal
A manager needs to better understand a person’s behavior, motivation, or development.
Open card →Social Cognitive Theory
You need to better understand a person’s behavior, development, or motivation.
Open card →Development & assessment
DISC
You need to better understand how to lead, motivate, or develop a person.
Open card →Hogan Assessments
You need to better understand how to lead, motivate, or develop a person.
Open card →Myers–Briggs Type Indicator
A manager needs to better understand a person’s behavior, motivation, or development.
Open card →IWAM / JobEQ
A manager needs to better understand a person’s behavior, motivation, or development.
Open card →Competency Maps
You need to better understand a person’s behavior, development, or motivation.
Open card →Individual Development Plan
You need to better understand a person’s behavior, development, or motivation.
Open card →Assessment / Attestation
You need to better understand a person’s behavior, development, or motivation.
Open card →Leadership Pipeline
A strong manager is promoted but continues working at the previous leadership level.
Open card →GROW Coaching Model
A manager wants to help someone think and act independently rather than give the answer.
Open card →Hiring & employee experience
Who Method
You need to better understand a person’s behavior, development, or motivation.
Open card →Employee Journey Map
You need to better understand a person’s behavior, development, or motivation.
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