CASE 5.

1 Marathon Runners at Different Levels

1. Based on the principles of the SLII® model, how would you describe the runners in Group 1?
What kind of leadership do they want from David, and what kind of leadership does David
seem prepared to give them?

Answer: The runners of Group 1 are new to marathon running and need an experienced
runner/coachlike Coach David to guide them through training using different styles of leadership
from the SLII model. Group 1’s lack of knowledge would be categorized as (D1) in the developmental
levels. Group 1 shows that it has the commitment needed to train but lacked in the competence
level. Now that they are midway through training their developmental level has changed to (D2).
They have some competence but now show low commitment. Coach David would like to use the
(S4) delegating style approach for Group 1 because they are adults but he sees them as childlike,
sohe has to use a different approach like (S1) directing or (S2) coaching.

2. How would you describe the fit between the runners in Group 2 and David’s coaching style?
Discuss.

The runners of Group 2 and Coach David get along well. Group 2’s development level (D3) shows
that they have a moderate to high competence and a variable commitment. Coach David uses(S3), a
supportive style of leadership that focuses on giving Group 2 the proper motivation through verbal
communication. For Coach David this is an easy Group to motivate as compared to Group 1.

3. The experienced runners in Group 3 appear to be a challenge to David. Using SLII®, explain
why David appears ineffective with this group.

Coach David’s isn’t using the correct method of leadership when trying to lead Group 3. Group
3already has the experience needed to complete the task, members of Group 3 may even have more
experience than Coach David and that is why his leadership method is ineffective. Coach David
should be using (S4) delegating approach to address the concerns of Group 4. Let Group 3be
accountable for their own success or failure. By allowing Group 3 to have control over its training it
will give them the motivation they need to ensure they succeed.

4. If you were helping David with his coaching, how would you describe his strengths and
weaknesses? What suggestions would you make to him about how to improve?

Coach David shows the willingness and potential to be a good leader with all of the groups. He
showed that he can be supportive to the groups and offer advice or tips if needed. But, he lacked in
areas because he was not flexible or open minded to other styles of leadership. Coach David needs
to take into consideration who he is leading and what they bring to the table. As stated before, there
could be members that have more experience and knowledge than the person leading. Get to know
everyone within the group you are leading, that way you know the strengths and weakness of your
team and where it can be improved. Also, do not be afraid to ask for help from team members, they
might have tips or advice that can help improve the team.

Case 5.2 Why Aren’t They Listening?

 1. According to the SLII model, what style of leadership is Jim using to run the seminars?1.Jim
was using the supporting leadership style to run the seminars.

This would-be style three, “S3”. This style of leadership lacks in directive behaviour. Jim is more
focused on getting the employees to like him and the seminars that he isn’t focusing on the
goals at hand. Jim is being supportive but he lacks direction and forgets the entire point of
having the seminar, which was to “gain something” as one employee stated.

2. At what level are the managers?

The middle-level managers are in the D2 category. This would be the developmental continuum
model. In this level of development, employees lack commitment. The case study points out that
the employees are highly educated, yet they do whatever they please by showing up and leaving
whenever they choose. The employees all seem as if they are capable of learning, but they do
not show any willingness or “commitment” to learn

3. From a leadership perspective, what is Jim doing wrong?

Jim is using his style of leadership instead of the style of leadership that the employees need.
Our text states an effective leader should adapt their leadership style to match the needs of
others. “There is a one-to-one relationship between the development of level of the
subordinates (D1, D2, D3 and D4) and the leader’s style (S1, S2, S3 and S4) (Northhouse, 2010)”.
Since Jim’s employees fall under the D2 category with having very little commitment, it would
benefit Jim touse the coaching style of leadership. This could provide his employees with more
direction, purpose, and commitment.

4. What specific changes could Jim implement to improve the seminars?

The first thing Jim could do to improve the seminars is to implement the S2 leadership style.
TheS2 leadership style is high in both directive and support. This style also provides structure
and control. After he adjusts his style to meet the needs of his employees, he should stress the
importance of the seminars as well as attendance. By making these changes he should be able to
drastically improve the outcome of the seminars.

Case 5.3 Getting the Message Across

1. 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.

2. 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.

3. 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.
Case 6.1 Three Shifts, Three Supervisors

1. Based on the principles of path-goal theory, describe why Art and Bob appear to be less
effective than Carol.

The basic principles of path goal theory are derived from expectancy theory suggests that employees
will be motivated if they feel competent. If they think their efforts will be rewarded. Also, If the
employees find the payoff for their work to be valuable. Bob and Art are good managers but they
don’t take the time to help each employee like Carol.

2. How does the leadership of each of the three supervisors affect the motivation of their
respective subordinates?

Art is very by the book and this causes the employees to get bored and feel like robots. Bob is all
about recognizing birthdays and making all the employees like friends. This causes employees to
relax and slack off because they feel they can get away from it. And Carol is all about helping
everyone who needs it. Her employees do their best to do a great job and he praises them for it.
Employees like to feel like they are doing a good job.

3. If you were consulting with Brako about leadership, what changes and recommendations
would you make regarding the supervision of Art, Bob, and Carol?

I would suggest Bob to loosen up a little bit and stop reminding everyone how to do their job. Art on
the other hand needs to be more of a manager instead of a friend. And Carol seems to be a great
manager.

Case 6.2 Direction for Some, Support for Others

1. According to path-goal theory, why is Daniel an effective leader?

The basic principles of path goal theory are derived from expectancy theory

 Suggests that employees will be motivated if they feel competent

 If they think their efforts will be rewarded
 If they find the payoff for their work valuable

Daniel does all these and is an effective leader.

2. How does his leadership style affect the motivation of employees at The Copy Center?

He acts as a friend and is willing to work with his employees. He also lets them work in a causal
relaxed work area. If people are comfortable they tend to be happier and motivated.

3. How do characteristics of the task and the subordinates influence Daniel’s leadership?

Daniel is more in the picture when it comes to making copies and more off to the side unless needed
for the employees who are making the resumes and working on the computer, Those employees
need to focus on what they are doing and can’t have laughing and music going on in the background
or their work may have errors. The employees who make copies are doing a mindless job so the
music and goofing off doesn’t distract them so Daniel is able to be laid back and join in the fun.

4. One of the principles of path-goal theory is to make the end goal valuable to workers. What could
Daniel do to improve subordinate motivation in this area?
Daniel could maybe have friendly competition on which employee makes the most copies or the
most unique resume or flyer. This would make the employees work for something each day.
Everyone enjoys a friendly competition at work.

Case 6.3 Playing in the Orchestra

1. Path–goal leadership is about how leaders can help followers reach their goals.

Generally, what are the goals for the students in each of the different orchestras?

What obstacles do they face? In what way does Martina help them address obstacles

and reach their goals?

Elementary Level: The elementary students want to learn beginning techniques so

they can play basic music on their instrument. They want to feel confident in their

ability to play and do not need to sound professional. These students have often never

held an instrument and lack technical skills.