Read the conversation and answer the questions. 1. What type of leadership appro
ID: 375734 • Letter: R
Question
Read the conversation and answer the questions.
1. What type of leadership approach was needed to move Ling forward? Was it effective? Why/why not?
2. Explain contingency theory of leadership. How was it used in this scenario?
3. What are the various characteristics important to strong leadership as listed by your mentor? In what ways do you display some of these characteristics? Give examples.
4. CHOOSE THE STATEMENT THAT FITS BEST IN THE BLANK AREAS.
LIST YOUR ANSWERS BY NUMBER.
My fellow Cloud Project team members! Today, I say, ask not what your team can do for you, but what you can do for your team. _______________ . We really have come a long way from where we were at the beginning. I think we learned that it does no good ____________. J.R. and ________________ have shown us that it’s better to unite together and provide help in our areas of expertise to team members in need. Now, I know a lot of you are concerned about __________. ___________, I am confident we will not only succeed as a team, but exceed all expectations as well. We will not only prove to the rest of the company that a virtual team can work, we will ________________. Thank you, everyone for all of your hard work, your perseverance and trust. ______________.
Leadership
Characters:
Evan Tyrell
Warren Sebastian
J.R. Shanks
Kurt Moss
Monty O’Brien
Ling Chen
Lupe Gomez
Locations:
Student’s Office
Conference Room
Italian Restaurant
Car Dealership
Student’s Home
v1.0, May 18, 2012
Scene 1: Inspiring Evan
In the morning, the Student tries to use Martin Luther King Jr.’s style of leadership to address an issue with Evan.
Location
Scene setup On-screen characters Off-screen characters
Student’s Office
Student faces a computer on the table. Evan Tyrell
None
On-screen text: After lunch today, Evan calls via Skipp. . .
EVAN Hey, how was lunch?
STUDENT Fine, Evan. What’s up?
EVAN Well, I just wanted to let you know that my brother is coming into town tonight, so I’ll be taking the day off. You know, the house is a mess and my wife has a long list of things for me to do! She calls it the Honey-Do list. I call it the Honey- Don’t Show Me That or I’ll Faint List!
STUDENT CHOICE 1 Evan, I have a dream.
STUDENT CHOICE 2 Evan, now is not the time to take a day off, especially for you.
NOTE: Student can choose either of the two options to proceed.
1 EVAN RESPONSE 1 Excuse me? What are you talking about?
2 EVAN RESPONSE 2 Hey, don’t worry about me! I’ll be fine. I can make it up tomorrow and get right back on track.
STUDENT Evan, I say to you today that, in spite of your difficulties and frustrations of the moment, I still have a dream. It is a dream deeply rooted in the American dream.
EVAN Are you quoting Dr. Martin Luther King, Jr.’s “I Have a Dream” speech?
STUDENT I have a dream for you, Evan, that one day you will rise up and fulfill the role that you have been given here at this great company.
EVAN I’ll take that as a yes. (looks at his watch) Are you going to go through the whole speech?
STUDENT I have a dream! That on the red hills of Georgia, or anywhere, virtually, we will be able to work together, struggle together, telecommute together and sit down together at the table of software development-hood.
EVAN I’m not too sure what you mean.
STUDENT I have a dream! That each member of our team will not be judged based on whether they drive into the office or not.
EVAN Oh, look at the time! I need to really hit that list, okay, stalwart (determined) leader? If you give me my “freedom” now, I promise I won’t bother you again today. Okay?
STUDENT Wait, there’s more, Evan!
EVAN Sorry! My marriage is calling! Bye for now!
<Evan’s Skipp Session ends. A Calendar POP-UP REMINDER comes on the Student’s screen: “Meeting with Ling in Conference Room in 5 minutes.”>
Scene 2: Meeting with Ling
In this scene, the Student meets with Ling in the conference room. She sits across the table from the Student and the Student must realize that Ling is in need of encouragement and coaching in order to proceed.
Location Conference Room
Scene setup The student sits at a table across from Ling.
On-screen characters Ling Chen
Off-screen characters None
On-screen text: Discouraged about your talk with Evan, you meet with Ling . . .
LING Thanks for meeting me. How has your day been going?
STUDENT Good, thanks. Evan is still not exactly a team player, but there’s always one in every bunch (group), right?
LING Well, that’s what I wanted to talk to you about, actually., I just don’t think that I should stay a member of this team. I’ve given it some time, but things don’t seem to be getting better for me.
STUDENT CHOICE 1
What? Um, Ling, I have a dream!
STUDENT CHOICE 2Ling, can you tell me why you feel that way?
NOTE: Student can choose either of the two options to proceed.
v1.0, May 18, 2012
1 LING RESPONSE 1 Good for you, because it’s been like a nightmare here for me. There’s so much conflict, it’s very distracting. I’m very anxious before every team meeting, and afterwards, I actually feel worse. And, on top of all that, now, with the team reward structure based on team performance, I’m worried that, if I miss a deadline, everyone will turn on me and blame me for our lack of achievement and compensation.
2 LING RESPONSE 2 Do you have a few hours? First of all, there’s so much conflict, it’s very distracting. I’m very anxious before every team meeting, and afterwards, I actually feel worse. And, on top of all that, now, with the team reward structure based on team performance, I’m worried that, if I miss a deadline, everyone will turn on me and blame me for our lack of achievement and compensation.
STUDENT I hear what you’re saying, but if you just focus on your own work, you’ll be fine.
LING I really don’t think so. I’m sorry.
STUDENT CHOICE 1 I don’t know what else to say. I’m sorry. Maybe you should get more training, so you feel more qualified.
STUDENT CHOICE 2 Wait. Just, listen, Ling. I happen to know that you’re a star performer. You’ve accomplished your work excellently before. Don’t worry about this team project. You can handle it.
NOTE: Student must first choose CHOICE 1 and then CHOICE 2 to proceed. (Note: This is meant to show them that the first choice is incorrect. It will then give them a chance to correct it by choosing the second choice.)
1 LING RESPONSE 1 If that’s how you feel, then maybe I should leave the team, today.
2 LING RESPONSE 2 Do you really believe that?
STUDENT Of course I do! Your ideas in the last meeting alone showed what a pro you are. We’re going to work through our team conflict, you’ll see, and all will be well.
LING Thanks. I guess you’re right. I shouldn’t give up too soon. I’ll focus on my job, what I do best and let you handle all the others!
STUDENT Sounds like a great plan, Ling! Thanks for setting up this meeting. Feel free to drop in or call me anytime!
v1.0, May 18, 2012
Scene 3: Leadership Discussion with Warren
In this scene, the Student meets with Warren at dinner to discuss the prior two meetings of the day and to learn about leadership traits and styles.
Location Italian Restaurant
Scene setup Student faces Warren at the table. Remains of dessert and coffee are present.
Warren
Off-screen characters None
On-screen text: That night at dinner, you fill your mentor in on the day’s meetings . . .
WARREN It sounds like you had two very distinct experiences today with Evan and Ling. Which one do you think worked out better?
STUDENT My talk with Ling, but it almost flopped (collapsed, failed). I feel like I was lucky it turned out okay.
WARREN I don’t think you were lucky. I think you instinctively realized the type of leadership that was needed in that given moment. Based on what you told me, you picked up on Ling’s need for more of a coaching approach, more motivation and less task-oriented advice. That’s called transformational leadership.
STUDENT But, why didn’t that work for Evan earlier? I hit him with my best MLK Jr.
WARREN (laughing) Yes, I wish I could’ve heard that! See, Evan is new to your organization and still relatively young. He didn’t need the charismatic, transformational style of leadership from you today, nor does he need it right now at this stage of his development. He needed more firm, concise direction.
STUDENT CHOICE 1 So, you can use different leadership styles at different times?
STUDENT CHOICE 2 Right, but I don’t think I have what it takes to be a great leader.
STUDENT CHOICE 3 Okay, but I’m worried that I don’t act like a good leader all the time.
1 WARREN RESPONSE 1 Right, it depends on the situation and the person you’re dealing with. This is part of the contingency theory of leadership. You adapt your style and approach to the given situation.
2 WARREN RESPONSE 2 You do have what it takes. Studies show a successful leader exhibits intelligence, in both mental and emotional ranges, strong personality as it relates to extraversion, conscientiousness, openness to experience, and self-esteem, as well as a good deal of integrity. I see all of these things in you.
NOTE: Student MUST CHOOSE ALL three to move on.
v1.0, May 18, 2012
3 WARREN RESPONSE 3 There are several different behaviors that leaders can exhibit. Some are more people-oriented, some more task-oriented. Some have a hands-off, less controlling way, while others are more authoritarian, and still others are more democratic, especially in decision-making. The important thing to know is that you don’t have to worry if you’re not behaving all of these ways at the same time. That’s not possible. More and more, we’re finding that great leaders have great traits and know which behaviors work in different circumstances.
STUDENT I still have a lot to learn. But, thanks, Warren. This helps.
WARREN And hey, you’re not far off in trying to emulate (imitate, copy, follow) Dr. Martin Luther King, Jr. He’s my personal hero and favorite. Today’s successful leaders are proving to be very charismatic (charming, strong in character, fascinating) and motivational, like he was. They inspire their followers’ confidence, admiration and commitment, but it’s not without a firm foundation in a relationship of trust. Trust is key.
STUDENT I guess I’m glad Ling trusted me enough to confide (tell SO a private matter, reveal, disclose) in me, and I was able to motivate her to stay, but I still have trouble connecting with Evan.
WARREN Right, the transformational, charismatic leadership style doesn’t necessarily have to be your only style. You have the transactional approach, too, which can be seen as a good counterpart to it. This is where you focus on getting employees to achieve your organizational goals. Both have their place and time.
STUDENT Speaking of time, I better run. I’m visiting Monty, an old friend early in the morning, so I have to get to bed early. I need to be prepared to witness his particular leadership style.
WARREN Great! It’s always good to see various leadership styles in action . . . and to let your mentor take home the rest of your chocolate cake, if you’re through with it, that is!
STUDENT Of course! It’s the least I can do for all your great advice and help.
Scene 4: Monty’s Sales Meeting
In this scene, the Student sees Monty addressing his small floor sales team, two men and two women with their backs to the Student, sitting in chairs, facing an animated Monty.
Location Car Dealership floor
Scene setup Student watches Monty address four seated sales people (static)
On-screen characters Monty
Off-screen characters None
On-screen text: The next morning at Monty’s dealership, you watch his morning sales team address . . .
MONTY Well, I’d start off by saying “Good Morning” to all of you, but after glancing at yesterday’s disgusting sales results, I think “Bad Morning” is a better phrase to use for you lazy bums. (looks to the camera with a wink) How’s that for an opener, huh, kid? (looking back at his team) Okay, all right. I’ll go easy on you today, since my good friend is sitting in on our meeting, and I’d hate to completely humiliate all of you in front of someone you don’t know. Later on, I’ll get to you individually and finish the job, don’t worry. Now, I would like to pose a question to all of you fine, brilliant salespeople. You all saw Kramer’s empty desk this morning. He quit last night, and why do you think he did that?
<Pauses. No answer comes. He smirks.>
I get it. No one wants to answer. You’re all afraid. Well, you should be. I laid into him pretty hard last night, but he deserved it. You know it wasn’t the first time he’s lost a set of keys. I don’t hire babies, butterfingers or bums, you know that. Obviously, he was one of those and knew he didn’t fit in here. After I ever- so-gently explained that to him, he packed up, blew his nose on his tie, and left. Anyone got a problem with that? Good.
<Looks at one of the guys.>
What are you smiling at, Pancho? You’re just happy it wasn’t you, aren’t you? Well, you had your problems last month, if you remember, when you and Celia from finance kept arguing over percentages? Percentages of your favorite candy bar she kept getting out of the vending machine, remember? Well, I put a stop to that, didn’t I? I said the next time I saw you two wasting time fighting over nougat and peanuts, you’d both be on the street. That put a stop to it, didn’t it?
STUDENT Didn’t I see a life-size statue of you where the vending machine used to be?
MONTY Right. Yes. I did get rid of the vending machine altogether, too. But, that’s beside the point. Now, remember, it’s Flag Day, so half price on alloy wheels, today only. Bill, remind me to triple those prices in the computer after the meeting. Grey, you’re on the barbecue today-- don’t burn the dogs again, you hear? We don’t want people croaking before they can sign the papers. And Sheera, can you please not let the customer know about the low financing package unless you have to? Is that too much to ask? Remember, Monty’s Motto: What the customer doesn’t know won’t hurt them. Now, uh, go get out there and sell like champions today! Whoever makes a sale before lunch gets an extra half point on commission. Okay? That’s it. Move! Go, you lazy bums!
Scene 5: Debriefing with Monty
In this scene the Student hangs around after the meeting and talks with Monty about his style of leadership. Monty brags about his successes and his high-functioning teams.
Location Monty’s Car Dealership
Scene setup The sales team area is empty now, except for Monty.
On-screen characters Monty
Off-screen characters None
On-screen text: The meeting ends and you stay to talk to Monty . . .
MONTY Well, what did you think? Beautiful, huh?
STUDENT CHOICE 1 You’re all heart (c’est genereux), Monty.
STUDENT CHOICE 2 You’ve got quite a distinct motivational style.
STUDENT CHOICE 3 Wow. You’re one of a kind, Monty.
<Student can choose any option to proceed.>
MONTY Hey, hey, that’s big Monty for you! As you can see, I know how to inspire my people.
STUDENT You certainly inspired something. Fear would be a good word for it.
MONTY Well, it works here, as you can see. They need to perform; they need to not be slackers (a person who avoids work or effort), and then they get to keep their jobs. Hey, I also reward them when they succeed. You heard that. An extra half-point for any sales before lunch time.
STUDENT Do you get many sales before lunch?
MONTY On a weekday like this? Not usually. But, now they have a chance to make history and achieve greatness. See how I instill confidence and inspire admiration and loyalty?
STUDENT You’re all charm (c’est charmant), Monty. But, really, I don’t think you instilled much confidence by calling them ‘lazy bums.’
MONTY They know me! They know I’m just teasing. I’m like the tough dad who goads (provoke) his kids on to make them prove how wrong he is. Okay, now I admit, that’s not exactly the best way to parent nowadays, but in my day, it worked. I showed my dad that I wasn’t a lazy bum and made top salesman at Don’s Tractor Lot outside of Lincoln in 1962, the youngest in their history!
STUDENT How old were you?
MONTY Twelve. So, you see, different people react differently to certain types of motivation. As you heard, Kramer couldn’t cut it here, but Pancho’s picked up his pace and he’s really taken off this month.
STUDENT So, I think this is another example of contingency theory at work.
MONTY Was that the movie with Julie Roberts? I don’t know about that. All I know is that, put me in charge of a group of librarians or preschool teachers and I don’t think I’d be able to get such good results. Oh, hey, let me show you something, if you still have a few minutes. I created this common area for my fleet salesmen, a place they can group together, form some unity and bonding, and it’s been a hit! Another Big Monty breakthrough! They can play air hockey together on their breaks, and they have their own chart to track how well they’re doing against other teams.
STUDENT I wish I could create a common area for my team. Unfortunately, it’s a virtual one.
MONTY So, why not create a virtual common area?
STUDENT Hey, that’s actually a good idea, Monty. Maybe a wiki page or an intranet site. Thanks!
MONTY Hey, hey. Of course! It’s Big Monty we’re talking about. Any time. Now, come on and I’ll show you that common area. Just don’t touch any of the cars, okay, or I might have to break a finger or two. I just had the floor models waxed. Got it? Yeah, of course you do—you’re all right, kid! Come on!
STUDENT
<Monty walks out to the left and the scene fades out.>
Scene 6: Update on Evan
In this scene, the Student meets with J.R. and Kurt who report on Evan who is showing improvement, thanks to the Student’s unique style of handling conflict.
Location Student’s office
Scene setup J.R. and Kurt stand on the opposite side of the desk, side by side.
On-screen characters J.R., Kurt
v1.0, May 18, 2012
Off-screen characters None
On-screen text: Later, at work, you get a surprise visit . . .
J.R. Well, you’ve really done it this time.
KURT Yes, brace yourself for this one, fearless leader.
STUDENT Two of the worst possible statements to hear at the start of a discussion. What is it now?
KURT Ha, we got you there! We’re just teasing you.
J.R. Yes, we actually have good news for once.
STUDENT That’s a relief. Why don’t you both sit down?
KURT No, that’s okay. J.R. and I are going to work on our new wiki page together during our break. We found a great trivia challenge plug-in that tracks scores!
J.R. Yes, and I currently hold the high score, of course.
KURT You’re the only one who’s played it, that’s why.
J.R. That’s not true. You tried it once, admit it, Kurt.
STUDENT Hey, let’s not get off track, here! The good news, remember?
KURT Oh yes, our rookie is finally coming around. Isn’t that something?
J.R. Yep. Evan’s been on time for our meetings over the last two weeks. He’s on track with his deliverables, and he seems to have a much better attitude lately.
STUDENT That’s great! I think you two have really helped him out in your own, unique ways.
J.R. Well, it was your great idea.
KURT You handled the situation perfectly, I think.
J.R. I’m with Kurt on that. I won’t name names, but there are other managers around here who would’ve just given Evan his marching orders and sent him on his way. But, you found a way to help him that ended up helping resolve a lot of our team conflict, too.
STUDENT You don’t think his attitude and performance shift might have something to do with him being able to telecommute lately?
KURT Okay, yes. I think that is a big part of it. But, you were able to inspire a good sense of teamwork in us, each person helping out the other instead of constantly fighting. I’m glad you didn’t avoid the conflict like other managers I’ve had in the past. When you do that, it just festers (suppurate, become septic, become infected, form pus, weep) and gets worse. You faced it head on, had a creative solution, and it’s worked out in the end. Nice going, Captain!
STUDENT It’s helped to know that all conflict isn’t bad. A lot of it is good, and shouldn’t be avoided.
J.R. Right! It can actually produce some creative ideas and great results if handled properly. Now, all we have to do is get everyone on the same page about this team rewards plan you’ve started. I hear Ling’s pretty nervous about it, and Lupe isn’t too keen on it either. I admit I have my doubts, too.
STUDENT Don’t worry. After the next meeting, I’m hoping everyone will feel as united as you two do, and on the same page about team rewards.
KURT Let’s hope so. Come on, J.R. We have a duel to the death in five minutes.
J.R. A trivia duel? Bring it on, Kurt! See you later, fearless one!
STUDENT Thanks for the great update!
Scene 7: Preparing for the Meeting
In this scene, the Student is at home, preparing a speech for the team meeting the next day. Evan calls with a good report, and the Student finishes the speech and gets feedback from Warren before calling it a night.
Location Student’s Home
Scene setup Student faces a laptop on a table. Skipp session shows Evan, then a video chat call comes in from Warren on Student’s cell phone.
On-screen characters Evan (on Skipp)
Off-screen characters Warren (on phone)
On-screen text: Later that night, as you prepare for the next team meeting . . .
<Skipp session starts and Student clicks to connect with Evan, who appears in the Skipp video call
window.>
EVAN Hey, glad I caught you! I saw you were online and took a chance.
STUDENT Hi, Evan. How are you tonight?
EVAN Actually, I’m doing phenomenal. Life couldn’t be better. I had a great visit with my brother last week, and it’s all working out, getting to work from home. I’m gelling with Kurt now, getting into a good groove with my deliverables. I feel so much better about my future on the team and at XYZ altogether.
STUDENT I’m happy to hear that. What are your thoughts about the team rewards plan?
EVAN Hey, in the immortal words of John F. Kennedy, Jr., “Ask not what your team can do for you, but what you can do for your team.” Or, something like that. Either way, I think you’ve shown us that, if we all help each other out, we’ll have no trouble seeing the whole team succeed.
STUDENT That’s good, Evan. Mind if I quote (repeat) you?
EVAN Go right ahead! I just get a 35% take from all of your speaking engagements. Just kidding, there. It’s the least I can do, actually, for all your help and understanding. You gave me a chance, believed in me, so now the big question is, where to from here, Captain and Commander?
STUDENT Where else, but a place I like to call team success? Have a good night, Evan. I better get back to preparing a speech for the meeting tomorrow.
EVAN I can’t wait to hear it. See you next time, online!
<The Skipp session closes and the Student focuses on the speech-writing assessment.>
NOTE: On the laptop screen we see a drag and drop exercise. There is a bank of statements that the Student can drag into blank slots left in a pre-written speech. If the Student drags a wrong statement over, they are asked to try again. Correct statement numbers are shown in parenthesis in the speech.
STATEMENT BANK
1: We’ve seen how good things happen when we help each other.
2: When one of us wins, everyone wins.
3: complaining about a teammate
4: Kurt
SPEECH
My fellow Cloud Project team members! Today, I say, ask not what your team can do for you, but what you can do for your team. We’ve seen how good things happen when we help each other. We really have come a long way from where we were at the beginning. I think we learned that it does no good complaining about a teammate. J.R. and Kurt have shown us that it’s better to unite together and provide help in our areas of expertise to team members in need.
Now, I know a lot of you are concerned about team financial rewards 8: global warming. If we all continue this spirit of teamwork and cooperation, I am confident we will not only succeed as a team, but exceed all expectations as well. We will not only prove to the rest of the company that a virtual team can work, we will show them that we can use conflict to our advantage and deliver the best product XYZ has seen in years! Thank you, everyone for all of your hard work, your perseverance and trust. Now, let’s go out there and make history!
5: Ling
6: leaving food out overnight for cohesive bears to steal
7: team financial rewards 8: global warming
9: If we all just stick to our own individual tasks and deliverables
10: If we all continue this spirit of teamwork and cooperation
11: do it peacefully and with non-violence
12: show them that we can use conflict to our advantage and deliver the best product XYZ has seen in years!
13: Now, let’s go out there and make history!
14: Don’t forget to tip your wait staff.
<After the Student successfully completes the speech, a message appears.> On-screen text: Later, after sharing the speech with Warren . . .
NOTE: Cell phone appears with a video chat call with Warren.
STUDENT Warren, I’m glad you called! Did you have a chance to look at the speech I sent you?
WARREN Yes, that’s why I’m calling! I just wanted to say that I think you’ve done a great job, and the speech is perfect, just what the team needs to boost their morale and confidence. I’m sure you can’t go wrong.
STUDENT Well, I owe a great deal to you.
WARREN What are friends for? Just remember, you are the best leader for the situation you’re in. You don’t have to be like anyone else. Just keep in mind what you’ve learned and follow your heart. The way you care for your team and show it through your servant style of leadership. I know you’ll continue to make a huge difference.
STUDENT Kind words, Warren. Maybe I should have you come say them to the team tomorrow, instead of my speech.
WARREN No, no. You’ve got this. Your great heart and open and supportive personality shines through in that speech, so don’t worry, it will hit the mark, I promise.
STUDENT Thanks, Warren. I always feel better after talking to you. Guess that’s why you’re such a good transformational leader.
WARREN I guess you could say that. I prefer the term “friend,” because that’s what I consider you. Take care, and go get ‘em, fearless leader!
Scene 8: Speech to the Team
In this scene, the Student finishes up the speech to the team, some present physically, some virtually and it goes well. Team members express their newfound confidence in the rewards plan, and a future of cohesiveness looks bright for the team.
Location Conference Room
Scene setup
The student faces J.R. and Kurt at the table. Ling is on a conference line with Lupe. Evan is on the screen via Skipp.
On-screen characters J.R., Kurt, Evan
Off-screen characters Lupe, Ling
On-screen text: Tomorrow, as you wrap up your big speech . . .
STUDENT Thank you, everyone for all of your hard work, your perseverance and trust.
Now, let’s go out there and make history! <The team claps for the Student, physically and virtually.>
LUPE Hey, I’m ready to make history! Thanks for those great words!
J.R. Very inspiring! I think you’re so right. We’ve been through a lot, but I know we’re really a team now, and we can face whatever challenges come our way.
KURT Right, J.R. Who knows, we may even get our Cloud feature designed in time!
v1.0, May 18, 2012
STUDENT I’m sure we will.
LING Yeah, Ling here. Can I just say that you all have restored my faith in this company, and I’m proud to be a part of this team? Thank you!
EVAN We’re glad you are, too, Ling! Really, I think we can all expect smooth sailing from here on out. And, if we hit some stormy weather, I’m sure our fearless (courageous, intrepid, brave) leader will see us through!
STUDENT CHOICE 1 That’s what I’m here for!
STUDENT CHOICE 2 Are you kidding? I was planning on taking it easy from now on! Seriously, you have all demonstrated that you have what it takes to be a great team, to work through conflict and produce the best product possible!
NOTE: Student must choose Choice 2 in order to proceed.
EVAN Go XYZ Cloud Team!
STUDENT To cohesiveness and beyond!
J.R. Is that really our motto (slogan, adage, proverb)? I don’t know—
KURT I like it. What’s wrong with it?
J.R. Of course you like it. It’s so, what’s the word? Brainy?
KURT Well, excuse me for having a brain!
<J.R. and Kurt continue to argue amiably as the scene fades out.>
FADE OUT.
End of Learnscape 4
v1.0, May 18, 2012
1: We’ve seen how good things happen when we help each other.
2: do it peacefully and with non-violence
3: complaining about a teammate
4: Kurt
5: Don’t forget to tip your wait staff.
6: leaving food out overnight for cohesive bears to steal
7: team financial rewards
8: show them that we can use conflict to our advantage and deliver the best product XYZ has seen in years!
9: If we all just stick to our own individual tasks and deliverables
10: If we all continue this spirit of teamwork and cooperation
11: When one of us wins, everyone wins. 2
12: global warming
13: Now, let’s go out there and make history!
14: Ling
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>
Explanation / Answer
This type of situation needs motivational leadership approach as in this condition link is deeply demotivated. By showing involvement as well as ethical leadership by supporting and motivating linked to move forward to achieve their goal would be most beneficial. By involving as a leader into the organisation overall the level of effectiveness as a leader would be widely increased. This specific situation would also need continue observation at the progress which is obtained by in ling.
Some advantages of contingency style of leadership are as follows
It is Prescriptive
It provides inability to the managers to effectively manage several variables according to their needs. This model provides a number of factors that affect efficiency of the group it provides a basic ability of task oriented leader that can affect the group as long and the group is highly structure as well as have a clearly defined task.
Research and expertise
This specific theory is based on very intense research as well as it is curated by some of the best experts of this field. Best intense research contributes into the seriousness of the theory and also provides a very thick base for examination as well as leadership.
Leader identification
Best style gives ability to an organisations for easily identify the best potential leader for a particular group. Best style provide and specific identity of the leader who can leave their coworkers to achieve the main goal set for the group. Leaders with the relationship orientation get easy use their interpersonal skills for providing the better efficiency in the jobs and can be very helpful in dealing with the complex situations when making the decisions.
Flexibility
This type of leadership style is very flexible fodder crops. It gives an ability to the leader for precisely adopting a very wide variety of groups. Leaders and group relationships can also be very much improved by this specific leadership style. For example if the leadership is very low on its human relations skills this a specific leadership style provide an ability via the management to create ineffective groups by providing clear and define task which increases the overall ability of the leader to provide reward or punishment to their participants.
Advantages and limitations of this leadership style are as follows
Insufficient literature
This efficient leadership style suffers from Insufficient literature. It cannot be used to expel various type of actions which can be taken under different situations. Approach has to be very clear and princess to be processed by this leadership style. It increases the need of a skilled manager in the processes.
Complexity
In this specific leadership style the suggestion for the approach is very simple. But managing the situation is very complex. Managers have to take multiple decisions according to their leadership style by maintaining the contingency of the given task. Managers are always short of time and this specific leadership style overloads them with the information and this is usually resulted in less efficient work structure.
Difficulty in testing
Agency leadership style is very complex and it always creates problem in texting. Because of the too many factors involved this the specific leadership style is very hard to examine.
Reactive not Proactive
Contingency leadership style is basically very reactive in its nature. It defines what managers can do in the given situation for a specific organisation. Managers are always responsible to manage the environment by avoiding the undesirable effects.
A strong leadership can define a company's future and it can also shape of companies working structure. Good leadership can increase the level of productivity of an organisation as well as it can also provide extensive support to the Employees mindset. Some basic type of leadership styles are as follows.
leadership styles which are based on the path goal leadership Theory are as follows
Directive leadership
Supportive leadership
Participative leadership
Achievement oriented leadership
Directive leadership
In this kind of leadership the leader informed the followers about the Expectations of him. Free directly informed their followers to perform a specific task and scheduling or coordination were. This kind of leadership is very effective when the team members does not know anything about environment or have some uncertainty.
Supportive leadership
In this type of leadership program leader shows some kind of support towards the workers by showing some specific concerns for them. He also becomes approachable to the workers as well as a pet friendly for creating a support in environment. This kind of leadership style is used when the problems are physical or as well as psychological a challenging.
Participative leadership style
In this type of leadership style leader directly discuss with the followers before making a specific decision. Does a specific leadership style is used when the followers are highly qualified for the specific task and have equal knowledge or level knowledge as the leader.
Achievement oriented leadership
This type of leadership can be defined as a leadership in which the little thats the goals for the followers to achieve. When the followers are trying to achieve the goals leader shows his confidence the abilities to meet this specific Expectations. This type of leadership approach is used in the mostly professional work environment licence department.
Transformational leadership
In this leadership style the leader works with his followers to identify the specific changes to create a vision for the organisation through the changes and inspirational activities. Executing different activities with the help of the following according to the need it changes inside an organisation the leader directly affects the overall productivity as well as efficiency of the organisation and provides the better example of transformational leadership.
Transactional leadership
Transactional leadership can be defined as a managerial type of leadership in which the lead and supervise the overall job done by their followers and accomplish their overall progress by reward as well as providing them punishment. This type of leadership style is highly affected in the organisation where the world has to be achieved in the deadline.
I been following Dhirubhai Ambani from Reliance Group who shows transformational leadership style and has been developing its Empire to a huge mark in by using that specific style.
Transformational leadership has its own limitations as the involvement of the leader with the followers could been extend to a maximum extent. By getting involved with the 1 words sometimes the level of involvement create the problem between interaction of followers and leaders. This specific Barry and limits the productivity of the specific leadership program and cannot be used in some specific situations.
Transactional leadership also provide rigid support for the followers and can be very tough on the follower sometimes. Mentality of Management, leadership style directly imposes its orders on the followers which can produce some kind of redundancy in the work and decrease the overall efficiency.
Our leader has always shown a transactional style leadership which has always been very beneficial for by applying the transactional style of leadership he had always help does in achieving our goals and guiding us throughout the entire process of learning. Level of involvement as well as showing different expertise at different times has been his speciality. Hence we can see that he used transactional type of leadership which directly increase the level of implementation for our learning.
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