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Situational Leadership Case Study MBA

핀란드 Aalto 대학교 MBA 과정에서 과제로 작성한 리포트 입니다.
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파워포인트
최초등록일 2023.02.04 최종저작일 2022.06
MBA 경영학 Aalto 경제학
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Situational Leadership Case Study MBA
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  • 미리보기

    소개

    핀란드 Aalto 대학교 MBA 과정에서 과제로 작성한 리포트 입니다.

    목차

    1. Where would you place the three managers in regard to levels of development in the SLII model?

    2. If you were Bruce, how would you act toward each of the three managers? If a leader uses a different style of leadership with each of his followers, what would be appropriate leadership styles?

    3. What factors might make it harder for you to be more directive or more supportive as a leader?

    4. If a leader uses a different style of leadership with each of his followers, how might that lead to perceptions of favoritism? What could a leader do to avoid such impressions while still being adaptable to follower needs?

    5. How might the situational approach be affected by the number of followers that a leader has?

    본문내용

    Rick
    - Head of Engineering
    - Oldest(55y)
    - Seasonal(20y Ford)
    - Competent, Tempered
    - Spending Most of His Time on Developing a Long-Range Plan for the Company.

    Beth
    - Head of Sales Force
    - Most Recent Hire
    - But 15y Experience
    - Highly Motivated
    - But Not Knowledgeable about the Company’s Product

    참고자료

    · 없음

  • AI와 토픽 톺아보기

    • 1. Situational Leadership
      Situational leadership is a flexible and adaptive approach to leadership that emphasizes the importance of adjusting one's leadership style based on the readiness and development level of the followers. This model recognizes that there is no single 'best' leadership style, but rather the most effective style depends on the specific situation and the needs of the team or organization. The core premise is that leaders must diagnose the current state of their followers and then adapt their leadership approach accordingly. This requires strong situational awareness, empathy, and the ability to flexibly apply different leadership behaviors. When implemented effectively, situational leadership can foster employee engagement, productivity, and growth by providing the right level of direction, support, and autonomy. However, it also requires leaders to have a deep understanding of their team members, the ability to accurately assess their development levels, and the willingness to adjust their own style. Effective situational leadership also depends on having a diverse repertoire of leadership skills and the emotional intelligence to deploy them appropriately. Overall, situational leadership is a powerful framework for leading teams and organizations, but it requires ongoing effort, self-awareness, and a commitment to adapting one's approach to the unique needs of the situation.
    • 2. Selecting the Appropriate Leadership Style
      Selecting the appropriate leadership style is a critical component of situational leadership. Once a leader has accurately diagnosed the development level of their subordinates, they must then choose the corresponding leadership approach. The four primary leadership styles in the situational leadership model are: 1. Directing (high task, low relationship) - Suitable for D1 followers who are new, lacking in skills, and highly motivated. Leaders provide clear instructions and close supervision. 2. Coaching (high task, high relationship) - Appropriate for D2 followers who have some competence but low commitment. Leaders provide direction and support, while also encouraging and empowering. 3. Supporting (low task, high relationship) - Ideal for D3 followers who have moderate to high competence but variable commitment. Leaders focus on facilitating and supporting, while allowing more autonomy. 4. Delegating (low task, low relationship) - Best for D4 followers who have high competence and high commitment. Leaders delegate responsibility and empower followers to take ownership. The key is for leaders to diagnose the situation accurately and then consciously select the leadership style that best matches the development needs of their team members. This requires flexibility, situational awareness, and a deep understanding of one's team. Selecting the wrong style can lead to disengagement, frustration, and poor performance. But when leaders are able to adapt their approach to the unique needs of each follower, it can drive significant improvements in productivity, morale, and growth. Mastering the art of style selection is a critical skill for any situational leader.
    • 3. Challenges of Differentiating Leadership Styles
      While the situational leadership model emphasizes the importance of adapting one's leadership style to the unique needs of each follower, this can also present some challenges: 1. Perceptions of favoritism: If subordinates perceive that leaders are treating them differently or providing unequal levels of direction, support, and autonomy, it can breed resentment and undermine team cohesion. Leaders must be mindful to apply differential treatment in a fair and transparent manner. 2. Inconsistent expectations: Varying leadership styles across the team can create confusion if subordinates are unsure of what is expected of them. Leaders must clearly communicate the rationale for style adjustments and ensure that performance standards remain consistent. 3. Difficulty in scaling: As teams and organizations grow, it becomes increasingly complex for leaders to tailor their approach to each individual. Maintaining the flexibility and personalization of situational leadership at scale can be resource-intensive. 4. Resistance to change: Some subordinates may be accustomed to a particular leadership style and be resistant to changes in approach, even if it is intended to better meet their needs. Leaders must be skilled at managing change and gaining buy-in from their team. 5. Leader development: Effectively applying situational leadership requires a diverse skillset and high levels of self-awareness. Developing leaders who can diagnose development levels and flexibly apply different styles can be challenging, especially in organizations with limited training resources. To address these challenges, leaders must strive for transparency, consistency, and clear communication. They should also focus on building a culture of feedback, empowerment, and continuous improvement. Additionally, organizations should invest in leadership development programs that equip managers with the skills and mindset required for situational leadership. With the right support and execution, the benefits of tailored leadership approaches can outweigh the potential drawbacks.
    • 4. Situational Leadership Expansion
      Situational leadership is a powerful and flexible framework for leading teams and organizations, but there are opportunities to expand and evolve the model to address emerging challenges and trends: 1. Incorporating emotional intelligence: Integrating a stronger focus on emotional awareness and interpersonal skills would enable leaders to better diagnose and respond to the emotional needs of their followers. This is particularly important as the role of emotional intelligence in leadership continues to grow. 2. Adapting to virtual and hybrid work: The rise of remote and distributed work arrangements requires leaders to adapt their situational approaches to new team dynamics and communication challenges. This may involve developing new diagnostic tools and leadership techniques tailored to virtual and hybrid contexts. 3. Emphasizing long-term development: While the original model focused primarily on task-oriented leadership, there is an opportunity to place greater emphasis on developing and empowering followers over the long-term. This could involve integrating more coaching and mentoring elements into the situational leadership approach. 4. Aligning with organizational strategy: To be truly effective, situational leadership should be more closely integrated with the strategic priorities and culture of the organization. Leaders need to ensure that their adaptive approaches are in service of broader business objectives and values. 5. Leveraging technology and data: Emerging technologies and data analytics could enhance the diagnosis and application of situational leadership. For example, using AI-powered tools to analyze team dynamics and provide real-time recommendations for leadership style adjustments. 6. Fostering shared leadership: While the traditional model focuses on the leader adapting their style, there may be value in exploring how followers can also take on more shared leadership responsibilities based on their development levels. By evolving situational leadership to address these emerging trends and challenges, organizations can unlock even greater benefits in terms of employee engagement, performance, and growth. However, this will require a continued commitment to leadership development, organizational agility, and a willingness to experiment and innovate.

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