Why Aren’t They Listening – Situational Leadership Explored

600 WordsApr 23, 20193 Pages
Why Aren’t They Listening – Situational Leadership Explored Jim Anderson developed a 6 week training program on listening and communication skills to improve management at a large pharmaceutical company (Northouse, 2013). Jim decided to train the middle level managers from research and development first. The managers are highly skilled, but skeptical of the value of the seminar. After the third week, Jim begins to notice problems. Attendance has dropped and the attendees are frequently late or leave early. Jim is unsure how to turn the problem around. The Situational Leadership II Model Blanchard, Zigarmi, and Zigarmi (1985) developed a leadership model using four leadership styles and four levels of subordinate development.…show more content…
While the manager’s skills are at the D4 level, their motivation is at the D2 level. They need to be led at this level. Jim is currently under supervising his attendees (Situational leadership II, 2000). He has delegated their participation in the seminar to them. The managers have not bought in to the concept and need to be “sold” on the utility of the program (Chamberlin, 2013). The Path to Improvement Jim needs to set firm expectations for the participants and enforce them. He needs to hold them responsible for arriving on time and being present throughout the day. He should explain the results of the recent company-wide survey that brought about the seminar (Northouse, 2013) and how the new skills will benefit them, their direct-reports, and the company as a whole. Jim needs to coach the managers through the program until he receives their buy in and their motivation level matches their skill. At this point, Jim can return to the delegating style he was using, or alternatively, adopt a supportive S3 role. This would allow him to continue to set expectations and encourage them to develop their new skills as they complete the seminar. Conclusion This scenario demonstrates the importance of reviewing not only the competence of the employees involved in a project, but also their motivation and enthusiasm. Leaders should supervise

More about Why Aren’t They Listening – Situational Leadership Explored

Open Document