Week 2 - Discussion 1
Style
approach
Michael Hargrave
8/6/2013 8:16:26 PM
Under the style approach there are several studies from respected research facilities such
as Ohio State, Michigan, and Blake and Mouton. When you boil down the two
predominate leadership styles they basically all come to the same conclusion. Leaders are
a mix of production oriented and people oriented tendencies. Some leader’s mange the
production end of the business better than the people leaders do. While neither is
considered bad in its own right, a superior leader needs to be strong in both tendencies.
Blake and Mouton’s Leadership Grid uses a 9 square by 9 square grid that virtually any
leader can fall into. A person who is 9 by 9 is a superior leader in both sets of the grid
where a 1 by 1 would be poor with people and poor with the people they lead. Most
leaders fall into one extreme or the other. People persons are more concerned with the
interpersonal relationships where the production leader is concerned more with the task
oriented approach of the business. The production leader is the get stuff done guy/gal
where the people oriented leader is the relationship person.
“Unlike many of the other approaches discussed in the book, the style approach is not a
refined theory that provides a neatly organized set of prescriptions for effective
leadership behavior. Rather the style approach provides a framework for assessing
leadership in a broad way, as behavior with a task and relationship dimension.”
(Northouse, P. pg. 83) Given that analysis of the style approach the style approach
consists of assenting leaders in a way that while is scientific doesn’t appear to be at its
core. Assessing leadership traits and grouping them into one dimension or the other and
then combining them gives a pure picture of what the leader is at their core. The true
team leader (9, 9) assembles all of the skills of a task master and a people person into one
body. Giving leaders an honest assessment of where they are on the grid based on the
perceptions of their peers is a powerful tool.
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA
Respond
RE: Style
approach
Instructor Smith
Hello Micheal H.
8/9/2013 10:31:24 AM
Well stated, "Assessing leadership traits and grouping them into one dimension or the
other and then combining them gives a pure picture of what the leader is at their core. The
true team leader (9, 9) assembles all of the skills of a task master and a people person into
one body. Giving leaders an honest assessment of where they are on the grid based on the
perceptions of their peers is a powerful tool."
All the best,
Dr. Mel
Respond
RE: Style
approach
Style
Approach
John Neal
John Neal
8/9/2013 4:25:27 PM
8/7/2013 5:05:53 PM
Week 2 - Discussion 1
Style Approach
Explain the style approach and two general kinds of behaviors. What is the
central purpose of the style approach?
The style approach emphasizes the leaders’ behavior in regards to what they
do and how they act. This also includes the actions of the leader towards
their subordinates. The two kinds of behaviors which compose the style
approach are task behaviors and relationship behaviors. Task behaviors help
accomplish goals and objectives. Relationship behaviors help subordinates
become comfortable with each other and the situation. Ultimately, the
central purpose of the style approach is to describe how leaders combine
these behaviors to influence the subordinates to reach a common goal
(Northouse, 2013).
The text discusses other approaches. However, the style approach provides
a framework to assess leadership by telling leaders how they behave as well
as the components of their behavior (Northouse, 2013). Leaders’ actions
towards others occurs at both the task level and the relationship level. The
style approach has several strengths and weaknesses. On a positive note, it
broadened the scope of leadership to include characteristics of leaders rather
than just their personal traits and characteristics. It is also supported by a
number of studies. It underscores task and relationship behavior, and
provides abroad type of conceptual map which is useful for understanding
our own behaviors. On the negative side, researchers have not been able to
associate task and relationship behaviors with outcomes such as morale, job
satisfaction, and productivity. No research of the style approach have been
able to determine a universal set of leadership behaviors that would
consistently result in effective leadership (Northouse, 2013).
Reference:
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand
Oaks, CA: Sage Publications.
Respond
Week 2
Discussion 2
Robert Leighton
8/8/2013 12:09:16 PM
Explain the style approach and two general kinds of behaviors.
The style approach focuses exclusively on what leaders do and how they act. The style
approach expanded the study of leadership to include the actions of leaders towards
subordinates in various contexts. Researchers studying the style approach determined that
leadership is composed of two general kinds of behaviors: task behaviors and relationship
behaviors (Northouse, 2013, p. 75).
What is the central purpose of the style approach?
The style approach provides a framework for assessing leadership in a broad way, as
behavior with a task and relationship dimensions. The style approach works not by telling
leaders how to behave, but by describing the major components of their behavior
(Northouse, 2013, p. 83).
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA:
Sage Publications. ISBN: 9781421974882.
Respond
RE: Week 2
Discussion 2 Robert Leighton
Post 1
Week 2 Carolina Torres
8/8/2013 12:10:01 PM
8/8/2013 1:12:29 PM
The difference between Style Approach and Trait approach is that the trait approach,
according to Northouse emphasizes on the characteristic of the leader while the style
approach focused on the behavior of the leader. Even though they are different they are
both meant to get people to do what they need.
The leader is going to tailor their behaviors to meet specific needs. If the leader is
focused on completing a project then it is going to portray a task behavior approach,
while if their focused on people, they while show a relationship approach.
When a person is completing a project they will be focused on organizing employee
schedules, creating a timeline, making sure they have the proper staffing and that their
budget is appropriate, they are focused on the tasks.
The other type of behavior occurs when the leader “approach subordinates with a
strong human relations element. They take interest in workers as human beings, value
their individuality; and give special attention to their personal needs” (Bowers &
Seashore, 1996). In this case the manager that is going to start the project might take
the employees for lunch, he might make sure their schedules are good because they
have to pick up a kid from kindergarten, not necessary because of business needs.
The “County–Club manager” has “low concern for task accomplishment coupled with a
high concern for interpersonal relationships” (Northouse, 2013). This is the person that
walks around the office socializing with people, while real work is accumulating at their
desk, this is not an efficient type of management.
On the other hand we have th Authority-Compliance Manager this person “ places
heavy emphasis on task and job requirements and less emphasis on people except to
the extent that people are tools for getting the job” (Northouse, 2013). Working for this
type of person is difficult because they are so focus on the objective that tends to forget
about the human element.
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage
Publications.
Respond
RE:
Post 1 Instructor Smith
Week 2
8/9/2013 10:34:17 AM
Hello Carolina,
Good us of examples to elaborate.. "The leader is going to tailor their behaviors to meet
specific needs. If the leader is focused on completing a project then it is going to portray a
task behavior approach, while if their focused on people, they while show a relationship
approach.
When a person is completing a project they will be focused on organizing employee
schedules, creating a timeline, making sure they have the proper staffing and that
their budget is appropriate, they are focused on the tasks".
Keep up the good work,
All the best,
Dr. Mel
Respond
RE:
Post 1 John Neal
Week 2
Week 2 Matthias Burns
8/9/2013 4:14:08 PM
8/8/2013 1:51:33 PM
The Two General kinds of behaviors are task behaviors and relationship behaviors. Task behavior is “task behaviors
facilitate goal accomplishments; they help the group members to achieve their objectives”. (pg. 75)
The other kind of behavior is the relationship behaviors. “Relationship behaviors help subordinate feel comfortable
with themselves, with each other, situation in which they find themselves.” (pg. 75). The style approach emphasizes the
behavior of the leader. The distinguishes it from the trait approach which emphasizes the personality characteristics of
the leader, and the skills approach… the style focuses exclusively on what leaders do and how they act”(pg. 75).
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications. ISBN:
9781421974882.
Respond
Week 2,
Discussion 1
Scott Richardson
8/8/2013 2:01:19 PM
Explain the style approach and two general kinds of behaviors.
The style approach focuses exclusively on what leaders do and how they act which
distinguishes it from previous leadership styles we have studied, such as trait, and skills
approach (Chapters two and three (Northouse, 2013 p75). The style approach expanded
the study of leadership to include the actions of leaders towards subordinates in various
contexts. This is interesting, especially to me because the way a leader acts in emergency
services needs to be consistent. A paramedic, for example that is "attending" or managing
the care of a patient should act act and direct the actions of the crew using the same
demeanor and tone whether the call is a cardiac arrest or a broken arm. Several
researchers studying the style approach determined that leadership is composed of two
general kinds of behaviors: task behaviors and relationship behaviors (Northouse 2013, p.
75).
What is the central purpose of the style approach?
The style approach is not a refined theory that provides an organized way for leaders to
act. This approach provides more of a framework for assessing leadership in a broad
sense. It describes major components of how leaders act based on task and relationship
behavior (Northouse 2013, p. 83).
References
Northouse, P. (2013). Leadership theory and practice (6th Ed.). Thousand Oaks, CA:
Sage Publications. ISBN: 9781421974882.
Respond
RE: Week 2,
Instructor Smith
Discussion 1
8/9/2013 7:06:10 PM
Hello Scott,
Astute observation, "The style approach expanded the study of leadership to include the
actions of leaders towards subordinates in various contexts. This is interesting, especially to
me because the way a leader acts in emergency services needs to be consistent."
Keep up the good work,
All the best,
Dr. Mel
Respond
RE: Week
2,
Discussion
1
Discussion 1
Scott Richardson
Heather Schultz
8/9/2013 11:46:31 PM
8/8/2013 3:16:53 PM
The style approach refers to the behavior of the leader in his/her approach to either tasks,
relationships or a measure of both. When the behavior is towards tasks, the leader assists
to reach the ultimate goal. When the behavior is focused on relationships, the leader
supports the subordinates to feeling comfortable within the work group and the task at
hand. Most leaders using the stylistic approach use varying degrees of both categories of
behaviors to make sure the final goal is met, which is the central purpose of this category
of leadership approaches (Northhouse, 2013).
Reference:
Northouse, P.G. 2013. Leadership: theory and practice. Sixth Edition. SAGE
Publications, Inc.
Respond
Style
Approach
Tammy Braswell
8/8/2013 4:37:19 PM
Explain the style approach and two general kinds of behaviors.
The style approach has been studied by many researchers; however, the studies done at
Ohio State University, University of Michigan, and by Blake and Mounton (1964, 1978,
1985) are strongly representative of the ideas in this approach (Northouse, 2010, p.
76).The teachings in the text explain the style approach as “emphasizing the behavior of
the leader” (Northouse, 2010, p. 75). The text list two kinds of behaviors: task behaviors
and relationship behaviors (Northouse, 2010, p. 75). The leader that demonstrate “task
behaviors facilitate goal accomplishment, helping group members achieve their
objectives” and “relationship behaviors help subordinates feel comfortable with
themselves, with each other, and with the situation in which they find themselves”
(Northouse, 2010, p. 75). The style approach is used to describing how a leader may
assign a task and build relationships. It can also be used to describe how a manager may
delegate assignments to its teams and the actions of the leaders behavior. The style
approach gives a leader the opportunity to learn about the style of leadership that most
resembles who they are. The evaluation may be done through a questionnaire and scoring
method to measure the framework of the leaders’ leadership capability to lead others. The
style approach is intriguing because this is an opportunity for leaders to evaluate their
leadership style approach in the two subdividing dimensions of task levels and
relationship levels orientation in general.
What is the central purpose of the style approach?
The central purpose of the style approach is to explain how leaders combine these two
kinds of behaviors of influence subordinates in their efforts to reach a goal (Northouse,
2010, p. 75).
Northouse, P. (2010). Leadership theory and practice (5th ed.). Thousand Oaks, CA: Saga
Publications
Respond
RE: Style
Approach
Instructor Smith
8/9/2013 7:08:58 PM
Hello Tammy,
Well stated, "The style approach is intriguing because this is an opportunity for leaders to
evaluate their leadership style approach in the two subdividing dimensions of task levels
and relationship levels orientation in general."
Good analysis and conclusion..
All the best,
Dr. Mel
Respond
Week 2
Discussion 1
Michael Flores
8/8/2013 4:43:35 PM
When it comes down to the different leadership styles, there are two that are critical.
The first leadership style that comes in mind would be people-oriented leader. This
leader is very good with leading people the right way and making the different ways a
proper way of handling and managing people. The next leadership style is productionoriented which focuses more on the aspect of leading great products and wonderful
results. Both leadership styles are very important in business because they both require
a vast amount of knowledge when it comes to leading people. It is very important to
analyze and see the different way leaders handle specific situations. Whether you are a
leader, everyone must know and understand the importance of both leadership styles.
Without the leadership style in effect, people will tend to become frustrated and
required guidance and direction. Many of the different leadership styles have to
understand and handle what is important as things tend to progress. Even leaders
requires and assessment as well because they needs to empathize where their
subordinates are coming from (Northouse, 2013).
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA
Respond
Style
Approach
Jason Harper
8/9/2013 8:39:46 PM
The style approach describes the behavior of the leader. The behavior is reflected through task
and (people oriented) relationship behaviors. In many situations leaders incorporate both
behaviors while interacting with individuals. Task behavior relates to the goal that is set and the
accomplishment of that goal. "Relationship behaviors help subordinates feel comfortable wit
themselves, with each other, and with the situation in which they find themselves." (Northouse,
G., 2013)
The purpose of the style approach is to understand the environment in which the leader and
followers interact. "The style approach views leadership as a process where an individual
influences a group of people to achieve common goals." (Brown, G., 2013)
Northouse, P.G. (2013). Leadership, Theory and Practice. Sage Publications Inc.
Brown, G. (2013). The Trait and Style Approach to Leadership. Retrieved August 9, 2013 from:
http://smallbusiness.chron.com/trait-style-approach-leadership-21103.html
Week 2 - Discussion 2
Steps to Effectiveness
Explain the two steps leaders must fulfill to be effective. Apply these steps to a current situation
in which you are a follower. What style would be most appropriate for leading you, according to
the theory, and why? Do you agree? Respond to at least two of your fellow students' postings.
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Steps to
Effectivness
Michael Hargrave
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8/6/2013 9:01:01 PM
In the situational leadership approach a leader must be directive and supportive. My
company uses this form of leadership in all of their leadership development programs.
Once you understand how the leadership approach works it is very easy to apply in the
day to day operations of the office or the rigs out in the Gulf of Mexico. The situation
approach focuses on the level of development of the follower. The leader then adjust
his/her style to fit that situation by either directing the subordinate or supporting the
subordinates decisions and actions. We use this all the time in our day to day operations
out on the rigs when all the supervisors give the tasks for the day to their people. While
some are competent in their jobs there will be times when a person falls into the D4
category for one aspect of their jobs while their level of development is a D1 in other
areas of the daily operations. Leaders are told how to recognize the hazards associated
with working with a person new to that position or job.
In my current position as an Asset Manager I have a new leader who gives us the best of
the situational leader. He directs us for the tasks that are important to him and the
business unit, and he gives us the latitude to go about our daily tasks with little
supervision. We have three other managers in our section of the business unit who all
complement each other’s skills so our new boss is virtually hands off unless he needs to
move into director mode. Now is the time for our annual budgets to begin so the boss has
been in full direction mode the past two weeks as we finalize our budget submissions. We
are at the D1 level for the new process that he has instituted but we are all at D4 for doing
our daily tasks. He directs when he needs to and he supports when we require it.
The situational leader approach uses the skill of the leader to help develop the skills of
the followers. “The premise of the theory is that different situations demand different
kinds of leadership. From this perspective, to be an effective leader requires that a person
adapt his or her style to the demands of the different situations.” (Northouse, P. pg. 99)
As is the case of our new leader he directs when he needs to but the majority of the time
he works with us in a support function to help us obtain our corporate goals and make us
a success.
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA
Respond
RE: Steps to
Effectivness
Instructor Smith
8/9/2013 7:11:34 PM
Hello Micheal,
You wrote, "The leader then adjust his/her style to fit that situation by either directing the
subordinate or supporting the subordinates decisions and actions. We use this all the time
in our day to day operations out on the rigs when all the supervisors give the tasks for the
day to their people. While some are competent in their jobs there will be times when a
person falls into the D4 category for one aspect of their jobs while their level of
development is a D1 in other areas of the daily operations. Leaders are told how to
recognize the hazards associated with working with a person new to that position or job."
Excellent example and elaboration.
Keep up the good work.
All the best,
Dr. Mel
Respond
Steps to
Effectiveness
John Neal
8/8/2013 8:31:27 AM
Week 2 - Discussion 2
Steps to Effectiveness
Explain the two steps leaders must fulfill to be effective.
To be effective, a leader must be directive and supportive
in a given situation. A leader needs to be able to determine
the competency of their subordinates as well as their
commitment to a specific task. As the subordinates
changing needs develop and increase, the leader needs to
change their direction and support to meet those needs.
Ultimately, the leader must adapt their own style to meet
their subordinate’s needs. Basically, the two parts of
situational leadership is leadership style and the
development level of subordinates.
Apply these steps to a current situation in which you are a follower.
As a follower, I would have to say that I follow the
directives of the owner of the business up to a point.
Currently, the business that I manage is in a financial crises
due to major construction in which a road is being cut into
a mountain. The owner is not concerned about how
business is falling off as he is very wealthy and has never
had to understand the concept of the word ‘fail’ and
therefore refuses to see that happen here. This man is a
brilliant businessman and I have the utmost respect for him,
but when managing his business I think of the financial
losses as if they were my own my own. I have made every
effort to draw in business which has helped, but not enough
to increase profits. As a follower, I believe that this
demonstrates my being supportive of him and his
organization. Being directive is more difficult as the owner
wants to micro manage the business when previously he
has never owned any type of food service business and
therefore lacks knowledge in this area. Yesterday, I took a
stand and requested a business consultant. I had talked to
one last week and the owner has agreed to having him
come to our business, unannounced, to determine if the
problem is in the management of the business or if
construction is the problem. I told the owner that if he
chose to continue with the business as it currently is, then I
would be leaving and moving on.
What style would be most appropriate for leading you, according to the
theory, and why? Do you agree?
I think that all leaders need to be able to lead in a directive
and supportive manner, which is what situational leadership
is all about. The owner wants to be hands on, but only
from the perspective that he is involved in all decision
making. This would be fine, but he owns 18 other
businesses involving extensive travel. There is no doubt
that the owner supports me in the area that I know how to
manage his business and am doing a good job of it. He also
knows that I want more for the business and him. As stated
by Northouse (2013), “Situational leadership demands that
leaders match their style to the competence and
commitment of the subordinates. Effective leaders are
those who can recognize what employees need and then
adapt their own style to meet those needs” (p. 99-100). The
owner is learning to adapt to the needs of his business by
slowly allowing me to operate his business as the manager
and gradually turning the reins over to me and run it for
him as I see fit.
Reference:
Northouse, P. (2013). Leadership theory and practice (6th
ed.). Thousand Oaks, CA: Sage Publications.
Respond
RE: Steps to
Effectiveness
Instructor Smith
8/9/2013 7:17:56 PM
Hello John,
I see that your are applying what your are learning... Glad you took a stand .. glad it worked
well. In the future before leaving a position or threatening to leave I would advise that you
have a planned exit strategy. When you are a dedicated and conscientious employee
mismanagement can be unbearable. However, when making plans to move on , have an
exit strategy.
Thank you for sharing this practical example.
All the best,
Dr. Mel
Respond
Week 2
Discussion 2
Robert Leighton
RE: Week 2
Discussion 2 Instructor Smith
8/8/2013 2:20:46 PM
8/9/2013 7:23:39 PM
Hello Robert,
Well stated"Each of these styles have been used effectively in the fire service and
firefighters attend training to further gain additional knowledge and experience to perform
their jobs. I agree given the types of work encountered that each style has its place and
opportunity for newer members to gain valuable experience. Further, in emergency
services cohesion and team work are imperative. Situational leadership, high directive,
high supportive style is most often used in Emergencies.
All the best,
Dr. Mel
Respond
Week 2
Post 2. Carolina Torres
8/8/2013 2:23:08 PM
In order for a leader to be effective they must be directive and supportive. When the
leader is directive he/she is “establishing goals and methods of evaluations setting time
lines, defining roles, and showing how the goals are going to be accomplished”
(Northouse, 2013). During this stage the leader is giving directions to the subordinates,
and clarifying expectations.
When a leader is being supportive they” help group members feel comfortable about
themselves, their coworkers and the situations” Northouse, 2013). This leader is making
sure people have what they need to perform their job properly. This two styles need to
be interchangeable based on the task at hand and depending on whom you are
managing.
I am currently managing a new project, I have to report to two leaders that I have
known but never worked for. What I am expecting from them is to direct me at the
beginning and throughout the project. Give me enough information to make the right
decisions, provide me with data to understand the needs of the project, but I am also
expecting for them to be supportive by giving me affirmation. There is nothing more
frustrating to me than to work for someone that doesn’t stop to provide feedback
because they think you can handle. You need to have the skills to direct, but also the
skills to understand if others are following you.
Aleader needs to behave differently depending of a situation. I can give all the directions
to a member of the team, and clarify expectations, but if I don’t understand that this
person might not be performing because of dynamics in the group, then I am wasting
my time. I must understand the tasks to be accomplished but also those that will
accomplish the tasks.
Respond
RE:
Week 2 Instructor Smith
Post 2.
8/9/2013 7:25:45 PM
Hello Carolina,
Thought provoking statement, "There is nothing more frustrating to me than to work for
someone that doesn’t stop to provide feedback because they think you can handle. You
need to have the skills to direct, but also the skills to understand if others are following
you."
Keep up the good work,
All the best,
Dr. Mel
Respond
Week two,
Scott Richardson
8/8/2013 2:26:58 PM
Discussion 2
Explain the two steps leaders must fulfill to be effective.
In my opinion, after the reading, I believe that a leader must be somewhat
directive and highly supportive in a given situation. Knowing your people as a
leader accomplishes these in the right quantity to produce quality. Meaning that if
a leader knows their team, they know how much direction is needed and how
much support is garnered by the team members. This process is dynamic to be
sure! A new team or new members on a team dictate more direction than those
who have been working together for a while. I have been fortunate to have the
same four-member Tower Ladder Company for over four years now. Much of the
direction I needed to provide in the beginning is no longer necessary unless a
situational change dictates me calling an audible to our typical game plan. A good
situational leader possesses a skillset and practices a craft by using appropriate
styles at the right time, and developing subordinates.
Apply these steps to a current situation in which you are a follower.
The members of my tower ladder crew technically are my followers on every
emergency we run. Of the approximately 15-20 calls we run in a 48-hour shift,
half of these calls are medical assists. Some are “basic life support” (basic) type
calls and some are “advanced life support” (paramedic” calls. I am the only
paramedic on my crew; the other three are EMT Basics. If a medical assist is a
basic call when we arrive on the scene, I allow one of the three EMT Basics to
“attend” or manage the care for the patient. In this case I become the follower and
do basic functions to allow the development of my EMT Basics. Although I
remain liable for all actions of patient care, this enables my team members to take
the lead and develop their leadership skills. Effective leaders are those who can
recognize what employees need and then adapt their own style to meet those
needs”(p. 99-100).
What style would be most appropriate for leading you, according to the theory,
and why? Do you agree?
In my current position, I need very little direction and a lot of support. That is, I
have been a firefighter/paramedic for over 30 years now. I have been a company
officer for over ten years. I am promotable to the next position and seek every
learning opportunity to develop my craft I can.
If I was to take a position with a new organization I could see needing a lot more
direction initially.
Reference:
Northouse, P. (2013). Leadership theory and practice (6th Ed.). Thousand Oaks,
CA: Sage Publications.
Respond
RE: Week
two,
Instructor Smith
Discussion 2
8/9/2013 7:29:21 PM
Hello Scott,
Outstanding leadership example, "I believe that a leader must be somewhat directive and
highly supportive in a given situation. Knowing your people as a leader accomplishes these
in the right quantity to produce quality. Meaning that if a leader knows their team, they
know how much direction is needed and how much support is garnered by the team
members. This process is dynamic to be sure!" I think you are ready for the nest level of
leadership..
Keep up the good work.
All the best,
Dr. Mel
Respond
RE: Week
two,
Discussion
2
Scott Richardson
week 2 Matthias Burns
8/9/2013 11:49:48 PM
8/8/2013 2:30:49 PM
The two steps are being an effective leader are to be supportive and a directive. Supportive leaders is a leader that is
more helping employees versus commanding and demanding them to do things which can be a leader no employee
wants to work for. Most employees work effectively with a supportive leader in their group. A directive leader is a
leader that is demanding and loves to give order to everyone in the group or the organization.
The supportive leader in which I have is my supervisor. She exhibit great support towards all my co workers. The way
she exhibits her supportive characteristics, when someone is given a task she walks around and make sure they
understand the task. She will not do the project for them but she will make sure that everything is going good or see if
they need help. Directive leader in which is in my department is one of my co-workers, she gives task out and tells
people what they need to do, but she does not help them. This lady is also is called the mean and crazy one in our
organization because she changes the work environment in which we have.
I will like follow a supportive leader. Because when being taught how to do something, I prefer the leader to do
whatever it is with me. Yes I agree.
Respond
RE:
week
2
Instructor Smith
8/9/2013 7:32:12 PM
Hello Matthias,
Good example of a supportive leader that allows followers to learn and develop, "The
supportive leader in which I have is my supervisor. She exhibit great support towards all my co workers. The
way she exhibits her supportive characteristics, when someone is given a task she walks around and make sure
they understand the task."
Keep up the good work,
All the best,
Dr. Mel
Respond
Discussion 2
Heather Schultz
8/8/2013 3:17:41 PM
There are two areas that a leader must balance inappropriate measures in order to be
effective: directive and nurturing Northouse, 2013). A great example of a leader finding
that balance would be the director of the show in which I am in rehearsal. As the leader,
the director must be able to provide clear direction in line delivery, blocking (stage
movement) and more while carefully nurturing the cast to bring out the best emotional
performance possible. Performing can be a very scary proposition because the actor feels
vulnerable in revealing emotions. A great director toggles the line between getting the
story told in an entertaining way while fostering a sense of safety for the actor to feel
comfortable into performing.
When it comes to leading me, I would prefer the more direct approach. This is because I
work better under clear, definitive direction and feedback. I try not to depend on other
people’s approval for my self-esteem. However, providing a small sense of care about
me would also be appreciated. This is because I am human and an actor. And as such, I
have all the emotions including fear, self-doubt and intimidation.
Reference:
Northouse, P.G. 2013. Leadership: theory and practice. Sixth Edition. SAGE
Publications, Inc.
Respond
RE:
Instructor Smith
Discussion 2
8/9/2013 7:34:47 PM
Hello Heather,
Outstanding example, "clear direction in line delivery, blocking (stage movement) and
more while carefully nurturing the cast to bring out the best emotional performance
possible. Performing can be a very scary proposition because the actor feels vulnerable in
revealing emotions. A great director toggles the line between getting the story told in an
entertaining way while fostering a sense of safety for the actor to feel comfortable into
performing."
Insightful post
All the best,
Dr. Mel
Respond
Steps to
Effectiveness
Tammy Braswell
8/8/2013 4:40:02 PM
Explain the two steps leaders must fulfill to be effective. Apply these steps to a current
situation in which you are a follower. What style would be most appropriate for leading
you, according to the theory, and why? Do you agree? Respond to at least two of your
fellow students' postings.
According to Northouse (2010), the two steps leaders must fulfill to be effective occurs
when the leader can accurately diagnose the development levels of subordinates in a task
situation and then exhibit the prescribed leadership style that matches that situation (p.
119). In situational leadership, there are four dynamics separated into two parts:
leadership style and development levels of subordinates. Depending on the situation as a
follower, I may move back and forth along the development continuum. For example, I
work in an environment where the manager needs to be both directive and supporting of
the team members and new team members. My duties requires me to be hands on in
overseeing that the accounts are paid accurately. I have done this work for about twelve
years. The specialized knowledge to understanding these accounts include reviewing the
amounts entered, reviewing what accounts are being paid, monitoring the contracts the
accounts are paid against, ensuring the vendors are setup in the system correctly, issuing
errors for incorrect account payments, and recouping any error payments.
Since, I have being performing these duties for an extended time, I am pretty much seasons,
trained, and experienced in performing these duties and would be classify as a D3 employee. I
am very competent in completing my duties, but sometime I would request the advice of others
in areas that are unclear to me; therefore, moving to a D4 in needing a little assistance or
direction from my supervisor. I have no problem in performing my other duties and am very
comfortable in reviewing the accounts and directing others. In this case, I would move between
the S3 and S4 leadership behaviors because in my role I cannot remain in the followers
behaviors. I have to be supporting and delegating to request that issues be resolved.
Northouse, P. (2010). Leadership theory and practice (5th ed.). Thousand Oaks, CA: Saga
Publications
Respond
RE: Steps to
Effectiveness
Instructor Smith
8/9/2013 7:36:45 PM
Hello Tammy,
Good example, "I have no problem in performing my other duties and am very comfortable
in reviewing the accounts and directing others. In this case, I would move between the S3
and S4 leadership behaviors because in my role I cannot remain in the followers behaviors.
I have to be supporting and delegating to request that issues be resolved."
Keep up the good work,
All the best,
Dr. Mel
Respond
Week 2
Discussion 2
Michael Flores
8/8/2013 4:48:24 PM
When it comes to the leadership steps, a leader must be able to direct and support at
the same time (Northouse, 2013). Both steps are important because it shows the
capability to not only lead your personnel, but also support them at the same time. A
leader must have the drive and the initiative to see things clearly because it keeps things
true and bona fide when things are being assessed as a leader. Leader must have the
capability to analyze specific situations and engage them as necessary. Leaders should
be able to enforce and tell their subordinates what needs to get done. They must also
have the capability to support their subordinates when upper level management is
needed to enforce a policy or standard. The different standards require a strong leader
to make the right decisions just to keep pushing forward and keep things secure for the
different people. As long as these different situations occur, it keeps things very strong
and leaves a foundation for subordinates to follow. When specific thing are occurring, it
is best to just keep things directive and supportive as leader. If these two steps are
followed, everything should fall into place because it is the right thing to do.
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA
Respond
RE: Week 2
John Neal
Discussion 2
8/9/2013 4:30:21 PM
RE: Week 2
Discussion 2 Instructor Smith
8/9/2013 7:38:59 PM
Hello Michael,
Good analysis, " Both steps are important because it shows the capability to not only lead
your personnel, but also support them at the same time."
Keep up the good work,
All the best,
Dr. Mel
Week 2 - Discussion 3
This week there were two case studies; Technosoft Russia and Elite, Inc. In reviewing the two
cases, address the following questions. Respond to at least two of your fellow students'
postings.


Technosoft Russia: what are the key factors at play int he telesales office? What actions
should the marketing manager take to improve the leadership skills of this supervisor?
Elite, Inc.: what were some of the challenges Benson faced when she took the CEO
position? How might Benson help Jakes change his behavior?
Respond
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Post 3
Week 2 Carolina Torres
8/8/2013 3:18:23 PM
Technosoft Russia; What is your evaluation of the Telesales Project at Technosoft
Russia? What should Chaikovsky have done differently?
The telesales project was done piece by piece, this means that at any point there was a
business plan for this specific project as a whole. They have been resolving issues as new
situations develop without stopping the growth and align to the new needs, and then
continue to add new people.
The project has moved locations without a specific plan, a team lead was assigned to
the project, however this person had no managerial accreditation, the team grew from
1 to 12 without analyzing the business needs, and the guiding force, the person that was
keeping everyone engage, stopped being part of the project.
Chaikovsky should have slowed down and designed the project a little bit more. He
allowed himself to be excited about the successes that he forgot to plan for the future.
After a while he withdrew entirely of the project giving it to someone that didn’t know
the business needs or how to manage people. He should have work closely with the
group, and keep looking for a team leader that would meet the needs of the company
instead of settling down for the least bad candidate. The project was showing so much
success, that he could have reached to offices in other countries to get a good
candidate. He should have provided more guidance to the team lead and have biweekly
meetings with her to offer guidance and coaching.
Chaikovsky should have also listened to his instinct, and in those occasions in which he
felt uncomfortable with the decisions, he should have been more analytical and task
oriented, he was non decisive, and in order to please others he made decisions that
could have changed the direction of the project. As a manager you can’t allow yourself
to want to please everyone because then you will fail everyone.
Elite, Inc.; what were some of the challenges Benson faced when she took the CEO
position? How might Benson help Jakes change his behavior?
When Benson became the CEO we faced many difficulties including being the newest
person in the team, a disengaged frontline staff, troubled labor relations between
management and front line staff and lack of clear direction for everyone, she also had to
deal with the fact that senior management was retiring and she had to change the
business model to adequately meet stakeholders needs.
Benson might not be able to change Jakes behavior and she might have to let him go,
this would be very difficult because he is appreciated by the staff and he has been with
the company for so long. Before she lets him go, she needs to have a personable
conversation with him, where she needs to be honest and ask him what is getting in his
way of completing his projects in a timely manner. She wants to understand if it’s a
competency or is it lack of motivation. When she gains understanding she needs to give
him the tools that he feels he is lacking to get his job done, this might be additional
training, or setting clear expectations, she might need to add someone to his staff to
take care of some of the clerical work.
After she gives the necessary tools she can look at his progress or lack off, provide
constant feedback and get his buy in, he needs to be in agreement that things need to
change otherwise nothing will change. After continuous work with him she is going to
do what is best for the company, that might be to demote him to an easier position,
keep him at his job because he has shown dramatic improvement, or she might let him
go. It all depends of her coaching, direction and involvement. .
Respond
Discussion 3 Heather Schultz
8/8/2013 3:18:22 PM
Based on the information provided, it is not really a surprise that Olga Peterson is not as
successful as she could be in regards to the Telesales Project. She was hired for a
managerial position without previous training or experience. In addition, despite the fact
that Chaikovsky had concerns, he did not provide any formal training upon her
employment to provide Peterson the skills she would need to be an effective team leader.
At the end of 2001 and into January of 2002, Chaikovsky received specific feedback and,
despite bringing it to Peterson’s attention, did not provide formalized opportunities for
Peterson to correct these issues. And, it does not seem that Chaikovsky went back to
these TSRs who had voiced those complaints to see if the concerns had been satisfied
(Rowe and Guerrero, 2011). The annual poll results should not be a surprise.
In hindsight, Chaikovsky should have provided an opportunity for managerial training or
required training within the first six months of employment as a condition of the
employment. Then, when complaints were received, he should have followed up in a
more formal way. This is a case of a leader needing to provide more direction and
nurturing. To correct the situation, Chaikovsky must replace Peterson, spend more time
mentoring her or provide an intensive training while providing a more micromanagement approach until the comfort level rises between the TSRs, Peterson and
Chaikovsky.
Again, according to the information provided, Benson had a number of challenges when
she became CEO of Elite, Inc. The most significant being an unhealthy corporate
culture. The second significant issue was regarding Greg Jakes, CFO. The quickest
potential fix in helping Jakes change is behavior is, most likely, the basics of human
resources 101. That is, Benson must sit down with Jakes, clearly communicate the
concerns, and listen to Jakes’ response. Then, both must work together to come up with a
strategic plan for him to effectively change in a way that is measurable and successful.
There must be a deadline for the changes to be observed. Benson will need to either
mentor Jakes through this situation or find a mentor for him to help assure success. If
this is not effective, then either Jakes will need to be let go or removed from this position
into one he is more able to handle. Personally, I would move him, if at all possible,
instead of letting him go because of his tenure of service.
Reference:
Rowe, E. G. and Guerrero, L. 2011. Cases in Leadership. Second Edition. SAGE
Publications, Inc.
Respond
Case
Studies

Michael Hargrave
8/8/2013 3:54:31 PM
Technosoft Russia: what are the key factors at play in the telesales office? What
actions should the marketing manager take to improve the leadership skills of this
supervisor?
There are several failures in leadership at the Technosoft telesales office. It is obvious
from the results of the survey that Olga is not well received by her team. From the results
of the poll taken by Chaikovsky it is clear that Olga is hard to communicate with and has
little regard for her people. It was clearly stated that finding people with sales experience
was a difficult task to say the least. Chaikovsky used his ability to mentor and train
people to develop a top notch sales force only to see it torn apart by a substandard
manager. There are several steps Chaikovsky can take to improve the morale of the sales
force. The first step should be to reintroduce his weekly meetings with them to allow
them to vent their frustrations and report on their successes during the past week. He
should let Olga run the meetings and only provide input when she attempts to hold people
back from speaking. The second step is that Olga was hired as a TSR on the same pay
scale. This was a mistake on Chaikovsky’s part. He should have hired her as a manager at
a different wage to fully differentiate her position as the leader of the team. If is often
difficult for followers to give leaders their trust when they don’t earn it and are on the
same pay scale. Chaikovsky must mentor Olga on how to improve her interpersonal skills
and teach her how to be approachable and not overbearing. If finding talent is a difficult
task then the talent that is hired must be kept happy and content. Properly trained sales
teams can make or break a business.

Elite, Inc.: what were some of the challenges Benson faced when she took the
CEO position? How might Benson help Jakes change his behavior?
The first leadership challenge Benson needed to address was the communication channels
between management and the employees. The second leadership challenge I feel she
needed to address and while it is not specifically mentioned is the diversity at the
company. A company structure that is 95% male would tend to lead to a competitive
environment and severely limit the amount of communication. She took the bull by the
horns and revitalized the issues with communication by having her coffee and doughnut
time with all the departments and sharing information and answering questions of the
employees. The biggest challenge was the work performance of the CFO Jakes. While he
is highly respected and knowledgeable his work performance was not up to standards. As
a leader in the company Benson needed to mold Jakes into the person she needed him to
be or send him to pasture. She should communicate clear goals and give him her clear
expectations. She needs to follow that up with a written development plan to ensure he
has a playbook to refer to. She also needs to work on his delegation skills as he is not
relying on his resources. No one person can do everything required and he needs to
understand and trust his team. Under the situational leadership plan she needs to use D1
leadership and direct him until he has proven he can complete his tasks on time.
Rowe, E. G. & Guerrero, L. 2011. Cases in Leadership. Second Edition. SAGE
Publications, Inc.
Respond
Week 2
Discussion 3 Michael Flores
8/8/2013 4:56:03 PM
With Technosoft Russia, the engagement behind this business was tackling problems or
predicaments as they came up. This is very important because it shows the motivation
to keep things true and legitimate as times keeps progressing. Many of the different
ways to engage a situation require a thoughtful and methodical process because things
must keep going regardless of what the company is doing. When different problems are
tackled simultaneously while the specific area or business is still running, that creates
good movement for people to follow and keeps things secure. Without this attitude, it
would be an honest area and keeps things proper as things move forward. This is
important in any business.
With Elite Inc., it becomes difficult when you are the CEO and the new person. Gaining
your clout and leverage takes a long time because it requires them to perform the
different duties from a serious perspective. Everything must be in order and intact when
people are moving into key positions within a business. This is very important and
shows initiative for different situations. As long as these things occur, it should be
truthful and gives leaders the best thing for a specific situation. All of these different
factors need to be taken into consideration. The CEO must be ready for the newest
challenges and not be afraid to make decisions. It requires different aspects and keeps
things very knowledgeable of what is happening as things push forward.
Respond
Week 2
Discussion 3 Robert Leighton
Leader
skills
Leadership
Skills
John Neal
Tammy Braswell
8/8/2013 5:18:08 PM
8/8/2013 5:25:37 PM
8/8/2013 9:47:04 PM
What are the key factors at play in the telesales office?
Technosoft Russia is a company that produces hardware and software products for both
the business market and the consumer markets (Rowe, 2011, p. 105). The key factors that
affected the telesales office were the budgeting, staffing, team leaders, polls, and poll
results. If the company did well during the year, managers had bargaining power and
could ask to hire more TSR member to be added to the teams; however, if the company
did poor, it would reflected on the general managers (GM) and the country’s reputation
(Rowe, 2011, p. 107); therefore, leadership played an important and key factor for
Technosoft. Another key factor at play in the telesales office was the performance review
that measured the company’s internally. The poll was a lengthy questionnaire that asked
questions on job and customer satisfaction, pay for performance, the work environment,
and most important evaluating the leader’s performance (Rowe, 2011, p. 107).
In the evaluation of leadership for Olga Peterson, her team members gave her a low
rating. Olga was a good team member and was very experience in telesales; however, she
did not have much leadership skills. Mr. Chaikovsky the sales and marketing manager
was aware that Olga lacked managerial skills when he offered her the management
position, but took a chance in moving her to the position, over making her a team lead
without additional pay, as suggested by Dubrovsky. Now, Mr. Chaikovsky is faced with a
dilemma of trying to decide how to approach the situation with Olga low ratings because
the low ratings are a reflection on him, as the GM.
What actions should the marketing manager take to improve the leadership skills of the
supervisor?
The company policy for low rating on poll evaluations could mean a low bonus and,
potentially, a demotion or dismissal from the company for not meeting the standards. The
actions that Mr. Chaikovsky could take to improved the leadership and supervisor skills
of Olga is to develop her team management skills by go over the poll questionnaires and
results with her. Mr. Chaikokvsky needs to be more directing and nurturing, and he can
send Olga to more training and development programs that would help Olga build
relationship and task behaviors skills. Mr. Chaikovsky should not dismiss or demote Olga
because she is a value employee with substantial sales experience and she is a first year
manager.
Northouse, P. (2010). Leadership theory and practice (5th ed.). Thousand Oaks, CA:
Saga Publications
Elite Inc.
What were some of the challenges Benson faced when she took the CEO position?
The challenges Benson faced in the new CEO position was a declining “corporate
culture” among the employees and management. The relationship and task behaviors of
senior management were isolation. The employees were use to having weekly meeting
and they were being canceled. Senior management moved to the top floors in the build,
and employees could not make decisions without getting approval from management first
(Rowe, 2011, p. 155). The company’s morale was low, as people were being belittled for
doing any thing wrong. The company also faced a situational leadership issues, as
managers’ leadership did not foresee them being directive or supportive of employees in
meeting deadlines on assignments.
How might Benson help Jakes change his behavior?
Jake is working in the development stage of a D2 employee who has the competence to
do the work, but has low commitment to completing the assignment because he is
overloaded with work. Benson can help Jakes change his behavior by being S2 high
directive and (S3) high supportive. As Benson develops Jakes to a D4 to become more
comfortable in delegating task, planning, controlling and goal clarification with his
assignment, he will be able to function on his own at these levels more comfortable.
Northouse, P. (2010). Leadership theory and practice (5th ed.). Thousand Oaks, CA: Saga
Publications
Respond
Week 2,
Discussion 3 Scott Richardson
8/8/2013 10:37:07 PM
Technosoft Russia: what are the key factors at play in the telesales office? What actions
should the marketing manager take to improve the leadership skills of this supervisor?
The key factors of the Technosoft Russia telesales office are a lack of leadership and
management skills, and a lack of communication. Olga does not lead, manage, or
communicate well with seniors or subordinates. Simply put, she has no empathy or
regard for members under her charge. Although the damage is done, reparation is still
possible. Clear, concise, honest communication needs to be implemented. This can start
with team meetings that emphasize two way communications. Further clear
differentiation of the team structure is important. Everyone needs to know who is
responsible for what and how that affects them.
Elite, Inc.: what were some of the challenges Benson faced when she took the CEO
position? How might Benson help Jakes change his behavior?
Communication, in my opinion is at the heart of just about any challenge faced in these
situations. Lack of or a breakdown in communication is at the heart of Benson’s
problems. When members of a team frequently skip meetings and team members were
not in direct communication with their leads a team fragments quickly. Further, when
team leads isolate themselves they cannot effective lead the team. It seems to me that the
leadership of the team polarized themselves by an elitist attitude and isolation being
further complicated by lack of empowerment of the team members. These issues can be
fixed by beginning with clear expectations of the leadership from Benson, all the way
down.Getting to the root of the issues, early on is critical. A serious sit down, counseling
session with Jakes to determine how to best proceed with Jakes is important. He needs to
know he is a valued member of the organization. A development plan that addresses
Jakes’ issues and defines the future is necessary for the organization as well as for Jakes.
Rowe, E. G. & Guerrero, L. 2011. Cases in Leadership. Second Edition. SAGE
Publications, Inc.
Respond
Leader
skills
Jason Harper
8/9/2013 7:43:32 PM
Technosoft Russia
The sales office at Technosoft Russia utilized the practice of review and reward. The
subordinates of the supervisor answered the questions within a leadership performance
review. The review highlighted her strengths but also her weaknesses. The weakness that was
most considerably noted was the inability to be perceived as an effective leader. This was a
result of the supervisor not having or pursuing formal training. While she had knowledge
skills she lacked the skills required to effectively lead a team of people.
There are situations in which people assume their role only as supervisors or managers. In the
context of this case study, it was required that the supervisor also be a leader with willing
followers. Leaders can be molded and guided to establish their role and position. As Joan
Marques discusses the perspective of Awakened Leaders. "Being awakened starts with the
realization that you have the capacity to change your life. It also entails that you learn to adapt
to different situations." (Marques, J.F., 2010) This perspective is relative to the situation of
the supervisor in that if she is willing to grow then she can progress into a leader. Her abilities
show that she is a good match with the position.
The marketing manager should speak with her directly and get her suggestions on how she
can evolve into a leader. It would require commitment, drive and inspiration to evolve into an
effective leader. She may be placed into a short term leadership program that would become
the company's investment.
Marques, J.F. (2010) Awakening leaders: who are they and why do we need them. Retrieved
August 9, 2013 from: http://search.proquest.com.proxylibrary.ashford.edu/pqcentral/docview/194152873/13FCB4CD57D8C2C260/8?accountid=32
521
Elite Inc.
Elite Inc. is a public relations firm with a newly appointed Chief Executive Officer. The Chief
Financial Officers spends over 15 hours a day trying to complete their work and perform their
duties. The first thing that comes to mind is that as the CEO has the responsibility of
understanding the duties and role of their subordinate upper management. It would be
productive for the CEO to speak with the CFO and get an understanding of the type of work
they are faced with. With a bit of empathy or compassion the CEO would be more effective in
understanding what could require more of the CFO's time. I have two friends who have busy
work days and huge loads of work to accomplish. In some ways it relates to time
management. Most of the time it is because their organizations are experiencing massive
changes. Once the information is gathered and analyzed, the CEO and the CFO should speak
about a strategy that would lessen the load and make the role of the CFO more effective. If
the CFO is not allowing the finances to go mismanaged or "leak", then they should be given
consideration and kept on. After a specific time then it would appropriate to evaluate the
CFO. Hopefully by then they have incorporated changes that can be shown through clear
results. Through this system the CEO will represent their leadership abilities and also gain
further insight into the organization and its needs.