Complete the assignment:
Part A:
Create a 2 -3 page paper (not including the cover and reference pages) in which you:
Select a US leader who you consider to be an outstanding example of situational leadership. Conduct independent research on this individual and create a profile of this leader that addresses the following:
Why does this leader exemplify situational leadership? Support your answer with specific examples.
What added value did situational leadership bring to the organization/group this person was leading?
Do you think situational leaders are born with natural skills or can individuals develop the skills needed to be an effective situational leader? Justify your response.
Discuss a time when you had to be a situational leader.
Select a leader from outside of the US who you consider to be an outstanding example of situational leadership. Conduct independent research on this individual and create a profile of this leader that addresses the following:
Why does this leader exemplify situational leadership? Support your answer with specific examples.
What added value did situational leadership bring to the organization/group this person was leading?
Do you think situational leaders are born with natural skills or can individuals develop the skills needed to be an effective situational leader? Justify your response.
Discuss a time when you had to be a situational leader.
Part B:
Complete the following Situational Leadership (below) and then discuss your results in a 1-2 page paper. More specifically, do you agree with your results, how can you use your results to become a more effective leader, and how can this questionnaire be used for training and development purposes for most organizations.
Situational Leadership Styles
Assume you are involved in each of the following twelve situations. Each situation has four alternative actions you might initiate.
Think about what you would do in each circumstance. Circle the letter of the alternative action choice you think most closely describes what behavior you would use in the situation presented. Circle only one choice. Circle a choice for each of the twelve situations.
The goal is to evaluate what behaviors you actually use - not to get right answers. If there is no alternative action that describes what you do in the situation, circle the item that most closely resembles what you would do.
1. Your staff has not been responding to your friendly conversation and obvious concern for their welfare. Their performance is declining rapidly. You would:
a. Emphasize the use of the standard procedures and the necessity for task accomplishment.
b. Make yourself available for discussion but do not push your involvement.
c. Talk to them and then set goal objectives.
d. Intentionally do not intervene.
2. The observable performance of your team is increasing. You have been making sure that all members are aware of their responsibilities and the standards expected. You would:
a. Engage in friendly exchange but continue to make sure that all members are aware of their responsibilities and standards of performance.
b. Take no definite action.
c. Do what you can to make the team to feel important and involved.
d. Emphasize the importance of deadlines and tasks.
3. Members of your team are unable to solve a problem themselves. You have normally left them alone. Group performance and interpersonal relationships have been good. You would:
a. Involve the team and together engage in problem solving.
b. Let the team work it out.
c. Act quickly and firmly to correct and redirect.
d. Encourage the group to work on the problem and be supportive.
4. You are considering a major change. Your staff has a fine record of accomplishment. They respect the need for change. You would:
a. Allow team involvement in developing the change but not bee too directive.
b. Announce changes and then implement them with close supervision.
c. Allow the team to formulate its own direction.
d. Incorporate team recommendations but direct the change yourself.
5. The performance of your team has been dropping during the past few months. Staff have been unconcerned with meeting objectives. They have continually needed reminding to do their tasks on time. Redefining roles and responsibilities has helped in the past. You would:
a. Allow the team to formulate its own direction.
b. Incorporate team recommendations but see that objectives are met.
c. Redefine roles and responsibilities and sure.
d. Allow team involvement in determining roles and responsibilities but not be too directive.
6. You have stepped into an efficient run situation. The previous manager ran a tight ship. You want to maintain a productive situation but would like to begin humanizing the environment. You would:
a. Do what you can to make the team feel important and
involved.
b. Emphasize the importance of deadlines and tasks.
c. Intentionally not intervene.
d. Get them involved in decision making but see that
objectives are met.
7. You are considering major changes in your organizational structure. Members o the team have made suggestions about needing change. The team has been productive and demonstrated flexibility in its day-to-day operations. You would:
a. Define the change and supervise carefully.
b. Participate within the team in developing change but allow members to organise implementation.
c. Be willing to make changes as recommended but maintain control of implementation.
d. Avoid confrontation, leave things alone.
8. Team performance and interpersonal relationships are good. You feel somewhat insecure about the lack of direction of the team.
You would:
a. Leave the team alone.
b. Discuss the situation with the team and then initiate necessary changes.
c. Take steps to direct your staff towards working in a well defined manner.
d. Be supportive in discussing the situation with the team but not too directive.
9. You have been appointed to head up a task force that is far overdue in making requested recommendations for change. The group is not clear about its goals.
Attendance at sessions has been poor and the meetings have turned into social gatherings. Potentially the group has the talent necessary to help. You would:
a. Let the group work out its problems.
b. Incorporate group recommendations but see the objectives are met.
c. Redefine goals and supervise carefully.
d. Allow group involvement in setting goals but not push your staff.
10. Your staff, usually able to take responsibility, are not responding to your recent redefining of standards. You would:
a. Allow team involvement in redefining standards but not take control.
b. Redefine standards and supervise carefully.
c. Avoid confrontation by not applying pressure, leave the situation alone.
d. Incorporate team recommendations but see that new standards are met.
11. You have been promoted to a new position. The previous manager was uninvolved in the affairs of the team and the team has adequately handled its tasks and direction. Team inter-relationships are good.
You would:
a. Take steps to direct staff towards working in a well defined manner.
b. Involve staff in decision making and reinforcing good contributions.
c. Discuss past performance with the team and then examine the need for new practices.
d. Continue to leave the team alone.
12. Recent information indicates some internal difficulties among staff. The team have a remarkable record of accomplishment, members have effectively maintained long range goals and have worked in harmony for the past year. You are qualified for the task.
You would:
a. Try out your solution with them and examine the need for new practices.
b. Allow team members to work it out themselves.
c. Act quickly and firmly to correct and redirect.
d. Participate in discussion of the problem whilst providing support for the team members.