Could you please help me with questions 1 and 3. FontSize: 14 (Bold)Text:Font size: 12Line spacing: 1.5Case: Please read the case and answer the following questions.Saeed Ali is a training specialist in the human resource department of a large pharmaceuticalcompany. In response to a recent companywide survey, Saeed specifically designed a 6-weektraining program on listening and communication skills to encourage effective management inthe company. Saeed's goals for the seminar are two: for participants to learn new communicationbehaviours and for participants to enjoy the seminar so they will want to attend future seminars.The first group to be offered the program was middle-level managers in research anddevelopment. This group consisted of about 25 people, nearly all of whom had advanced degrees.Most of this group had attended several in-house training programs in the past, so previousseminars had not always been very productive, many of the managers felt a little disillusionedabout coming to the seminar. As one of the managers said, "Here we go again: a fancy in-housetraining program from which we will gain nothing." Because Saeed recognized that the managerswere very experienced, he did not put many restrictions on attendance and participation. Heused a variety of presentation methods and actively solicited involvement from the managers inthe seminar. Throughout the first two sessions, he went out of his way to be friendly with thegroup. He gave them frequent coffee breaks during the sessions; during these breaks, hepromoted socializing and networking.During the third session, Saeed became aware of some difficulties with the seminar. Rather thanthe full complement of 25 managers, attendance had dropped to about only 15 managers.Although the starting time was established at 8:30, attendees had been arriving as late as 10:00.During the afternoon sessions, some of the managers were leaving the sessions to return to theiroffices at the company. As he approached the fourth session, Saeed was apprehensive about whythings had been going poorly. He had become quite uncertain about how he should approach thegroup. Many questions were running through his mind: Had he treated the managers in thewrong way? Had he been too easy regarding attendance at the sessions? Should he have ssomething about the managers skipping out in the afternoon? Were the participants taking theseminar seriously? Jim was certain that the content of the seminars was innovative andsubstantive, but he could not figure out what he could change to make the program moresuccessful. He sensed that his style was not working for this group, but he didn't have a clue asto how he should change what he was doing to make the sessions better (Source/Reference:Daft, R.L; "The Leadership Experience" Sixth edition, Cenage Learning publication,2015 ISBN -13:978-1-4354-6285-4 pp-105-106).Questions1. In your opinion what style of leadership is Saeed using to run the seminars?2. At what level are the managers?3. Keeping in mind the situational perspective, what is Saeed doing wrong?4. What specific changes could Saeed implement to improve the seminars?5. If you were Saeed what will you do?

Question

Could you please help me with questions 1 and 3. FontSize: 14 (Bold)Text:Font size: 12Line spacing: 1.5Case: Please read the case and answer the following questions.Saeed Ali is a training specialist in the human resource department of a large pharmaceuticalcompany. In response to a recent companywide survey, Saeed specifically designed a 6-weektraining program on listening and communication skills to encourage effective management inthe company. Saeed's goals for the seminar are two: for participants to learn new communicationbehaviours and for participants to enjoy the seminar so they will want to attend future seminars.The first group to be offered the program was middle-level managers in research anddevelopment. This group consisted of about 25 people, nearly all of whom had advanced degrees.Most of this group had attended several in-house training programs in the past, so previousseminars had not always been very productive, many of the managers felt a little disillusionedabout coming to the seminar. As one of the managers said, &#34;Here we go again: a fancy in-housetraining program from which we will gain nothing.&#34; Because Saeed recognized that the managerswere very experienced, he did not put many restrictions on attendance and participation. Heused a variety of presentation methods and actively solicited involvement from the managers inthe seminar. Throughout the first two sessions, he went out of his way to be friendly with thegroup. He gave them frequent coffee breaks during the sessions; during these breaks, hepromoted socializing and networking.During the third session, Saeed became aware of some difficulties with the seminar. Rather thanthe full complement of 25 managers, attendance had dropped to about only 15 managers.Although the starting time was established at 8:30, attendees had been arriving as late as 10:00.During the afternoon sessions, some of the managers were leaving the sessions to return to theiroffices at the company. As he approached the fourth session, Saeed was apprehensive about whythings had been going poorly. He had become quite uncertain about how he should approach thegroup. Many questions were running through his mind: Had he treated the managers in thewrong way? Had he been too easy regarding attendance at the sessions? Should he have ssomething about the managers skipping out in the afternoon? Were the participants taking theseminar seriously? Jim was certain that the content of the seminars was innovative andsubstantive, but he could not figure out what he could change to make the program moresuccessful. He sensed that his style was not working for this group, but he didn't have a clue asto how he should change what he was doing to make the sessions better (Source/Reference:Daft, R.L; &#34;The Leadership Experience&#34; Sixth edition, Cenage Learning publication,2015 ISBN -13:978-1-4354-6285-4 pp-105-106).Questions1. In your opinion what style of leadership is Saeed using to run the seminars?2. At what level are the managers?3. Keeping in mind the situational perspective, what is Saeed doing wrong?4. What specific changes could Saeed implement to improve the seminars?5. If you were Saeed what will you do?

Accepted Answer

leadership is an activity of the leader, an individual who influences or guides the behavior or the…