Case 5.3: Getting the Message Across
Case 5.3: Getting the Message (Northouse, 2013) demonstrates an example of situational management. In summary, Ann Calbera is a program manager of a college campus radio station (WCBA). The radio station has a strong pipeline of student workers who value the media experience from working at the station. As a program manager, Ann is well respected, takes great pride in developing relationships with the student workers and allows them to be creative which the students respond positively to leadership style. However, the student workers have a lack of understanding on how their behavior negatively impacts the station and violates FCC rules by which the station is governed by. Even though Ann provides the students with a detailed policy and procedures handout, FCC violations still occur on a regular basis which result in illegal practices and consequences.
The problem at WCBA is that employees do not have a full understanding of their position description and how their behavior impacts the success of the radio station. This lack of understanding places an increased risk in financial and reputational burden on the station and inability to mitigate violations of the Federal Communications Commission (FCC). Furthermore, Ann’s leadership style is not productive for the student workers who lack professional experiences and knowledge of FCC requirements or the importance placed on obeying the rules on a consistent basis. Based on SLII model, Ann would be a more effective leader if she institutes a directive (S1) leadership style since the student workers have some competency but low commitment (D2) behaviors. While the student workers demonstrate a passion and willingness to excel at the rad...
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...and respectful of authority (Summers, A.L., 2011). The millennial generation will respond to an environment which will allow for recognition for the work performed accurately and will comply with policies outlined by the FCC since they are driven by making a difference. Ann evolving her style to situational leadership coupled with a mentoring program will help the student workers develop portable skills while developing strategic alliances through the mentoring program with the third and fourth year students.
Creating a structured environment and opportunities to apply what employee have learned and firmly delegate authority will lead viable outcomes in productivity. Managers utilizing situational leadership will have the platform to change their style to meet the workers’ needs and allow for growth and professional development to meet the operational needs.
Hersey, P. & Blanchard, K. (n.d.) Situational Leadership. In Wren, J.T. (Ed.). (1995). The Leader’s Companion (pp. 207-211). New York: Simon & Schuster.
In our text it describes persuasion like an art form and if you think about it that is very true. In order to get an audience to believe, think, or act in way that you want them to it takes a certain set of skills. In the case study analysis method, persuasion is a huge factor because you are trying to convince the audience to see things from your perspective. However, this can be debated in so many ways because we all have different perspectives on how we view a particular issue. This especially true when it comes to social issues like religion, marriage, and politics. All these are hot-button issues that causes people to react with strong emotions. With these types of issues it will very hard to try to convince someone to see things your
Leadership is defined as the action of guiding an individual or group of people. Effective leaders shape the behavior and thought process of the individuals around them. As a result, the success of an organization is often impacted by the leadership style and approach of its leaders. Even when engaging with multiple people, impactful leaders maintain their own style of leadership but occasionally change their approach based on the motivational needs of each individual. However, regardless of the style, leadership within an organization is designed to drive the performance of their employees and it is done through proficient communication. This guidance influences the culture of an organization, which subsequently, helps to shape its leaders.
In situational leadership theory and path-goal theory, both theories assume that leaders are flexible and can display any or all styles depending on the situation or environment. Situational leadership theory emphasizes the importance of adjusting leadership style based on the needs of the followers. Path-goal theory leaders help followers along their path and are more effective if they adapt their behaviors to the current environment. Each leadership theory describes four different styles or behaviors to use for effective leadership. The style of telling, selling, participating, and delegating are used in STL...
Situational leadership is a theory which was designed in 1969 by Paul Hersey and Ken Blanchard. The “contingency theories of leadership” states that a leader’s effectiveness is dependent on their behaviours in relation to different situational factors. Thus, situational leadership theory, relates to how a leader 's effectiveness is depend on their ability to adjust their leadership behaviour to the required level of the “followers” capability or if the situation is modified.
Graeff, C. L. (2003). The situational leadership theory: A critical view. Academy of management review, 8(2),
The situational leadership theory states that leaders use different styles and strategies depending on the situation. There are two models that support this theory. The Fiedler’s Contingency Model of Leadership Effectiveness states that an “effective leadership occurs only when there is an ideal match between the leader’s style and the group’s work situation” (pg
In Situational Leadership theories it is highly recognized the workplace is a complex setting subject to rapid changes. For this reason, it is unlikely that there is one specific way to deal with such arising situation hence leading effectively depends on the situation at hand.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
The paramount between all the leadership philosophers to deliberate regarding the situational variables, in accordance with Fred Fiedler, the competence of the leadership technique is contingent on the circumstances. Accordingly, he in consort with his colleagues characterized the situational variables and scrutinized their connection with the appropriateness of leadership approaches. (Business Jargons, n.d.)
In a situational leadership, the leader should be able to adapt their management style based on the ability of the follower to perform the tasks. There are four styles within the Hershey and Blanchard Situational Leadership Theory based on concern for people and concern for tasks.
As stated earlier, leadership is an ever-evolving practice that one is subject to throughout the course of a lifetime. Leadership has countless working parts and theories that many human beings can only grasp through formal classroom training. There are leaders however, without formal education and training who are extremely successful in all aspects of their roles. These leaders focus and thrive on employee relations. These dynamic leaders utilize a plethora of styles and theories which helps to faci...
The contemporary era is the time with constant changes and new demands. In view of this point, we can't put unitary leadership into real work. Accordingly, the term of "contingency leadership theory" (also namely "situational leadership") is given rise to by those situational factors. This theory notes that managers can vary their styles to suit different circumstances.
The old system of management has undergone many changes within the last century. An employee once performed the assigned job duties during the allotted hours and then went home. Now employees are encouraged to grow, give input, and to contribute for the good of the organization. There is a plethora of information for leaders to learn why and how to grow personally thus allowing the organization to grow as well. This new emerging leader is a transformational leader.
In the twenty first century, leaders are required to build a greater impression in which people believe in strategy, trust in management decisions, and trust in their work. Once people believe in management choice, there will be enthusiasm inside an organisation. Such an environment helps the organisation growing or flourish. A doing well leaders create a surroundings in cooperation inside and outside the organisation. (Subir chowdbhury management, 21c financial times prentice hall (2000)