Leadership and Development (Reliable Writer)

Module 2 - Case

SITUATIONAL LEADERSHIP TRAINING AND DEVELOPMENT

Assignment Overview

Situational Leadership

Situational leadership was originally developed by Paul Hersey and Kenneth Blanchard (1969). As the name implies, situational leadership requires adapting to situations that arise because the situational contingencies dictate your style for that moment. Situational leadership stresses that leadership is composed of both a directive and supportive dimension, and each has to be applied appropriately in a given situation. Although many theories of leadership are descriptive in nature, the situational approach is prescriptive. Situational leadership tells you what you should and should not do in various contexts. The three core competencies of a situational leader are: diagnosis, flexibility, and partnering. An example of a situational leader is a football coach who is able to adapt to each game of the season by diagnosing the situation, being flexible, and partnering with his or her team.

Please begin by reading:

Arvidsson, M., Johansson, C. R., Ek, A., & Akselsson, R. (2007). Situational leadership in air traffic control. Journal of Air Transportation, 12(1), 67-97. Retrieved July 15, 2014, from ProQuest (Document ID: 1303411551) http://proquest.umi.com/pqdweb? did=1303411551&sid=6&Fmt=4&clientId=29440&RQT=309&VName=PQD

Yeakey, G.W. (2002). Situational leadership. Military Review. Retrieved on May 21, 2014, from http://www.au.af.mil/au/awc/awcgate/milreview/yeakey.htm

Please watch:

YouTube Video: Warren Bennis on Leadership Development retrieved from http://www.youtube.com/watch?v=NFHaHquIW0g&feature=related on May 15, 2014.

YouTube Video: Why You Should Invest in Leadership Development retrieved from http://www.youtube.com/watch?v=a86N1BC27uI on May 15, 2014.

YouTube Video: Ken Blanchard – Leadership Point of View retrieved from http://www.youtube.com/watch?v=DZni2_j15PY&feature=fvwrel on May 15, 2014.

YouTube Video: Ken and Scott Blanchard retrieved from http://www.youtube.com/watch?v=M1uyU3YSqes on May 15, 2014.

Case Assignment

This Case Assignment has two parts:

Part A:

After doing some research, please prepare 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 Questionnaire (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 Questionnaire

Directions

Assume you are involved in each of the following twelve situations. Each situation has four alternative actions you might initiate.

Read each item carefully.

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. Don’t skip any.

Move through the items quickly and stick with the first choice you make on each item. Your first choice tends to be the most accurate one.

Remember: Circle what you think you would do, not what you think you should do. 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 of 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.

Directions for Scoring

Circle the letter that you have chosen for each situation on the same line to the right. Your results will indicate if you prefer to: direct, coach, participate, or observe as a situational leader.

Enter your totals on the bottom line.

ALTERNATIVE ACTIONS

Situations 1 2 3 4

1 A C B D

2 D A C B

3 C A D B

4 B D A C

5 C B D A

6 B D A C

7 A C B D

8 C B D A

9 C B D A

10 B D A C

11 A C B D

12 C A D B

Total number of circles

LEADERSHIP STYLE

DIRECTING COACHING PARTICIPATING OBSERVING

Assignment Expectations

1. Make sure that you use your own language (rather than copying sentences from the article).

2. Your paper will be graded based on the following criteria: Precision, Clarity, Breadth, Depth, Grammar/Vocabulary, Referencing, and Application.

3. Use 12-point type size (Times New Roman), double-spacing, and one-inch margins. Add a cover page and a references list.

4. Cite your sources: APA Style - Trident requires all PhD work to be in APA form. We also encourage all other students to comply with guidelines for proper citation of references. You may use the tutorial found on the following link (press “view the tutorial”): The Basics of APA Style.

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