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Case 5.1, 5.2, 5.3

This document contains summaries of three cases related to leadership styles and situational leadership theory. For the first case, the manager placing each of the three managers in different leadership categories based on their development levels. For the second case, the manager Jim is using a supportive leadership style but the workers are not listening because he has established no authority. For the third case, the station manager Ann needs to change from a delegating to a coaching style and could implement a test on rules and regulations to reduce infractions.

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Rabiya Malik
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189 views3 pages

Case 5.1, 5.2, 5.3

This document contains summaries of three cases related to leadership styles and situational leadership theory. For the first case, the manager placing each of the three managers in different leadership categories based on their development levels. For the second case, the manager Jim is using a supportive leadership style but the workers are not listening because he has established no authority. For the third case, the station manager Ann needs to change from a delegating to a coaching style and could implement a test on rules and regulations to reduce infractions.

Uploaded by

Rabiya Malik
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Case 5.1: What Style Do I Use?

According to the basic assumptions of situational leadership, where would you place the three managers
in regard to levels of development in the SLII model?

I would place Rick in the coaching level, I would place Beth in the supporting level, and I would place
Steve in the directing level.

If you were Bruce, would you act the same toward each of the three managers?

No, I would not talk to each of the managers the same. They all need further direction and certain areas
as well as less direction in other areas. These need to be specifically assessed and catered to for the
most effective communication.

Which conference would be the hardest for you, and which would be the easiest? Why?

The hardest conference would be Steve. He is unconfident in his ability to be a manger regardless of his
successes and skill in his position. Motivating someone to carry out a new job that they are worried
about will be difficult, they will have to warm up to the position though practice. I think Beth would be
the easiest to conference with. She seems to have natural personal skills, so further training on the
company’s service and products would be all that is necessary.

Case 5.2: Why Aren’t They Listening?

According to the SLII model, what style of leadership is Jim using to run the seminars?

Jim seems to be using the supportive approach by using supportive behaviors in an attempt to bring out
the skills of the workers.

At what level are the managers?

 
The managers seem to be at the delegating level, the opposite extreme of Jim’s level.

From a leadership perspective, what is Jim ding wrong?

Jim has established no authority in letting workers arrive late, or not even arrive at all without any
punishment or even mention. The managers do not see an importance in the seminar because an effort
is not being made to make sure they attend.

What specific changes could Jim implement to improve the seminars?

He needs to implement an attendance and reward/punishment system to communicate to the workers


that the seminar is important for them to attend. He should also set a few more rules regarding timing
and directions to establish more authority.

Case 5.3: Getting the Message Across

What’s the problem at WCBA?

The problem at WCBA is the perception of there being no enforced rules, which is in turn leading to the
ignoring of rules that are set by the FCC. She is not disciplining violations or voicing that a specific
behavior is wrong.

Using SLII as a basis, what would you advise Ann to do differently at the station?

I would advise that Ann move her leadership style from the delegation level to the coaching level to be
an effective leader at the station.

Based on situational leadership, what creative schemes could Ann use to reduce FCC infractions at
WCBA?

 
Ann could impose a test that must be passed based on the rules and regulations of the FCC and the
station to be admitted to work at the station.

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