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Situational leadership (Connect, Perform) Select the words or phrases that best complete the following sentences and table

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Situational leadership (Connect, Perform)

Select the words or phrases that best complete the following sentences and table.

According to thesituational  

 model, a leader can adopt one of four leadership styles based on a combination of relationship (concern for people) and task (concern for production) behaviors. The appropriate style depends on the readiness level of the followers. A follower’s readiness is based on his or herability  

 andwillingness  

 to do the work.

 

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Explanation:

The situational leadership model states that there are four styles of leadership, each one being a different combination of task and relationship behaviors. The most effective managers use different styles depending on their followers’ readiness to work independently. Readiness is based on an employee’s ability and willingness to do the work. These styles and the associated levels of follower readiness are shown in the following figure.

In thedelegating  

 leadership style, the leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making.

 

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Each of the four leadership styles is based on a different combination of task and relationship behaviors.

1.	Telling. This style is based on a combination of high task behaviors and low relationship behaviors. Managers who use a telling style give explicit directions about how tasks should be structured.
2.	Selling. This style is based on a combination of high task behaviors and high relationship behaviors. Managers who use a selling style give directions, but they also respond to employee questions and explain the reasons for the directions.
3.	Participating. This style is based on a combination of low task behaviors and high relationship behaviors. Managers who use the participating style share ideas with their subordinates, giving them a chance to participate in decision making.
4.	Delegating. This style is based on a combination of low task behaviors and low relationship behaviors. Managers who use the delegating style turn decision making over to their subordinates, providing them with little direction or support during the process.

With followers who have low readiness because they are new to their jobs and to the organization, thetelling  

 leadership style is most effective.

 

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Explanation:

Each of the four leadership styles is most effective with a specific category of followers.

•	Low readiness followers are unable or unwilling to do a task. They respond best to a leader who uses a telling style.
•	Moderate readiness followers may be unable but willing or able but unwilling to do a task. They respond best to leaders who use a selling or participating style.
•	High readiness followers are both able and willing to do a task. They respond best to a leader who uses the delegating style.

Early in the 1980s, Ken Blanchard and his associates created the Situational Leadership II model. They felt that the first situational leadership model was evaluative, and they wanted to focus more on employee development and servant leadership. For that reason, the Situational Leadership II model talks about employee competence and commitment instead of ability and willingness. The model still matches four types of employees with four types of leadership, but now leaders are expected to be able to diagnose situations, act flexibly, and partner with employees for performance.

1.	Enthusiastic beginners have low competence and high commitment. They are excited to learn but don’t know what to do. These employees need a directing leader: someone who can train them on the best way to do the job.
2.	Disillusioned learners have high competence and low commitment. They have learned a bit about how to do the job but have encountered some roadblocks along the way and are a little discouraged. These employees need a coaching or guiding leader: someone who can offer not only direction but also support.
3.	Capable but cautious performers have moderate to high competence but variable commitment. These are people who can do the job, but they need a manager who offers support to reassure them.
4.	Self-reliant achievers have high competence and high commitment. Managers should delegate work to these employees—they can handle it on their own.

When trying to manage employees using Situational Leadership II, it is important to remember that the model is task specific—the same employee may need different styles of management depending on his or her specific task.

You are an experienced manager, and you fortunately have the ability to use all four managerial styles: directing, coaching, supporting, and delegating. You are currently working at Sureslots, an online gambling company. You recently hired four former casino employees. They have learned a little about programming, but they’re starting to get frustrated because bugs are popping up in their work. Your boss has given you 2 months to program a new blackjack game. Based on Situational Leadership II, what should you do?

You should continue the focus on teaching your employees how to program, especially showing them new ways of increasing efficiency. The bugs will take care of themselves.

You should sit down with the programmers and give them information about how to deal with bugs as they occur. But make sure that you set aside time for extensive praise and support.

 

You should tell your programmers that the project is theirs—they can do what they want with it as long as they have something to show you in two months.

 

You should focus on reassuring the programmers: give them pep talks and tell them you know that they have the skills to accomplish the job.

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Explanation:

Your programmers are disillusioned learners, low on competence and low on commitment, so you should use a coaching leadership style with them.