Essay about Jane Lewsi Case study

All situations are different and a leadership style applied in one situation will not always work in another. A leader must use judgement to decide the most appropriate style needed for each situation. The ‘Situational Approach’ to leadership identifies four leadership styles which are;

Situational leadership theory is when a leader adapt’s to the situation and the management styles to the behavioral needs of the individual or group. Trait approach leadership gives more credence to the qualities and traits that people are born with that make them natural born leaders.

These leaders sense what is going on around them and seize opportunities. This was experience during the “crisis” were although each store had different responses, they were all aligned and working together on rallies, walk-offs, and even halted deliveries. Ancona (Boston Review, 2014) also described distributed leadership as existing at all levels of the organization, “great leadership at the top- and up and down the organization”. She referred to leadership self-efficacy as the process in which leaders where ready to go into action and step up when needed. According to her, leadership efficacy was effective because it was established prior to the “crisis”. From executive store managers, to clerks, almost all employees were ready to go into action, in order to protest the ousting of their beloved CEO, Arthur T. Demoulas. During the crisis, everyone was aligned and everyone did its part to make it happen, it was a collaborative leadership example in which all leaders were moving into an aligned action. From my own professional experience, I found the Market Basket case to be exceptional in all aspects. It is not common for workers, customers, stakeholders, and even politicians to rally together in protest to support the CEO of their organization. The Market Basket case was a movement in itself and showcased the importance and weight that employees and customers alike have to halt a 4 billion dollar

Situational leadership focuses on adapting your leadership style or approach based on the situation and the amount of direction and support that is needed by followers. As Jesus trained and equipped his disciples from simple fishermen to fishers of men, who carried on his ministry after he ascended to heaven, he integrated different styles and theories of leadership that best served and supported his followers (Blanchard & Hodges, 2003). Depending on the level of competency and commitment of their people, leaders will adjust their style to provide the necessary support and direction. The core competencies of situational leaders are the ability to identify the performance, competence and commitment of others, and to be flexible (Paterson, 2013). From being highly directive, telling their people exactly what to do and how, to delegating, clearly stating the objective and allowing them to complete the task with little direction and support, situational leaders adapt their approach to the needs of their people and the particular situation.

Joe, the burglar, sneaks up on a roof so that he can break into the second story of a house, and he steps through a weak point in the owner's roof, injuring his foot. Later, he sues the homeowner.

Jane Anderson is a 10-year-old 5th grade student at John Adams Elementary School. Jane was born on September 18, 1998 in Los Angeles, California. She currently lives in Los Angeles with her mother and father and three siblings. Jane is the third child of four children living in the household ages 15,12, and 8. According to her mother Jane was born 7 pounds and 3 ounces with a typical pregnancy and birth. Also, Jane was diagnosed with asthma at 8 months old and has to carry an inhaler at all times. Jane is also bilingual and is fluent in English and Spanish. However, Spanish is the primary language spoken in the household. Furthermore, Jane records has indicated her missing a significant amount of school due to her asthma.

Situational leadership has very little in common with the other models mentioned herein. This model revolves around the leader changing leadership behaviors to meet the needs in relationship to the follower (Kouzes, 2003, p. 111). The difference between situational leadership and charismatic, servant, and transformational leadership is the lack of an organizational vision and the empowerment of the followers. Situational leadership uses followers based on their readiness level that relate to their ability and willingness to complete the task (Wren, 1995, p. 208). This aspect coupled with the leader’s task and relationship behavior is used in relation to the

He found out that the company was latent with financial and operational problems which threaten Home Depot’s future. The company was distinct in retail and extremely entrepreneurial based, along with customer focused business. Nardelli was not necessarily a tyrant, he just assumed he could treat Home Depot the same way he would any of his previous companies he worked for. With Nardelli being industrial based versus retail based, he concentrated on overhauling the processes but swept aside the elements that made Home Depot special in the process. Nardelli has a tough-minded approach to changes, which he probably learned at GE, but this set him on a collision course with the free spirited and close-knit culture fostered by his Home Depot predecessors. By the end of this case study, many of the original leadership for Home Depot were gone, whether they retired, were let go, or quit. Of course, Nardelli would still make himself accessible and was comfortable interacting with all levels of an organization, from CEO’s to factory workers. He was firm but still considered to be “a breath of fresh

Situational leadership requires a leader to be mature enough to properly assess and execute the best leadership style based on the current situation that faces the organization. In many situations, if the leader can satisfy the

Three different leadership styles emerge from the case depending on Ed Sullivan, Rusty Means, and Wallace Thomas approaches. The comments in the case prove that Ed Sullivan operates or use a laissez-faire style. The style allows him to give people within the organization to make all the critical decisions. Ed has delegated all decision-making power to the manager Rusty Means and is satisfied with the output. On his part, Rusty ran the production department with an autocratic style; a type of leadership style that allows him makes all the decisions for the subordinates. Moreover, Wallace Thomas as the newly hired general manager shows an inclination to try to involve employees at all levels in making suggestion and decision-making process.

Situational Leadership is also called as Hersey-Blanchard Situational Leadership Theory. Paul Hersey the author of "Situational Leader" and Ken Blanchard the author of " The One Minute Manager" are the one who introduced this theory (Hersey-Blanchard Situational Leadership Theory, 2010-2015). The principle behind this theory is that every theory is not perfect in itself and the effectiveness of the theory is determined by the situation (Kreitner, 2013, p. 472). One of the important lesson that I have learned till this day is no one can be prepared for the upcoming problems. Problems may have same nature but may be different in the way it has to be solved. For instance: A Leader may motivate an employee by increasing salary but the same tactics may not work for another employee. Another employee may be seeking challenging job which may influence him/her to

Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).

In acting unilaterally the owners ensured that the change process would fail to have the desired results. As the Concord owner’s previous hands off approach to management of the store is shown by the long work histories of managers and staff. They did not create an atmosphere that was conductive to any changes (Borkowski, 2005, p. 384-385). In this case as there was no instilling a vision of the necessity of the change it lead to failure. The owners sought to skip the first stage of the change process that would have helped the employees to help understand the need for the second process of change (Borkowski, 2005, p. 385).

Situational leadership, developed by professor Paul Hersey and author and consultant Ken Blanchard. Their approach was based off of a 1967 article by W.J. Reddin called The 3-D Management Style Theory. In his article, Reddin discusses the need to have different styles based on the demands of the leader. A leader needs to be flexible in their approach to meet the needs of the job, their superior and their subordinates (1967). Hersey and Blanchard progressed this theory by introducing the Situational Leadership II model. Their model breaks leadership into four different styles, and how a leader must alter their approach in supporting and directing their subordinates based on a given situation. These styles are directing (S1), coaching (S2), supporting (S3) and delegating (S4). The model also focuses on the development level of the subordinates by categorizing them between low (D1), moderate (D2 and D3) and

The situational leadership model was developed by two authors, Ken Blanchard, and Paul Hersey in the year 1969. These authors based this model on the concept that leadership should adapt to different management practices and approaches to fit different situations and surpass any diversity of their encounters (Lussier & Achua, 2010). In particular, this model provides guidance on how to analyze a situation, choose effaceable strategies and adopt the most appropriate leadership style. Apparently, the two developers of the model researched and found that, given some case, leadership may fail to accomplish some goals due to adopting single