Situational leadership
...uational leadership model by Blanchard as follows: S1: Directing -Here leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. S2: Coaching- Here leaders still define roles and tasks, but seeks ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way. S3: Supporting- Here leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. S4: Delegating – Here leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved. I also referred that “Situational leadership”, styles vary on three dimensions: * The amount of direction the leader provides. * The amount of support and encouragement the leaders provide. * The amount of follower involvement in problem solving and decision making. Since Huq was leading a group of seven people and is involved in leadership directly in his workplace he understood the process without any difficulties. Me and Huq also draw a matrix based on Blanchard Leadership Model for the better understanding of Kevin’s readiness level at any given time period of post and pre implementation of situational leadership. After I figured out Huq’s leadership style through LBA II I asked him to implement that style to the readiness of Kevin. I also delivered him some knowledge of readiness level that would give him a better idea about the readiness of his subordinate. According to the Blanchard Situational Leadership Model the Readiness Level of the Workers describes as follows: D4 High Competence High Commitment Experienced at the job, and comfortable with their own ability to do it well. May even be more skilled than the leader. D3 High Competence Variable Commitment Experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well / quickly. D2 Some Competence Low Commitment May have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them. D1 Low Competence Low Commitment Generally lacking the specific skills required for the job in hand, and lacks any confidence and / or motivation to tackle it. Part: 2 According to the interpretation of LBA II done by Huq, his style diagnosis matrix was look like below: S3 2 S2 2 S4 1 S1 3 He forms a leadership style that fits best for the subordinates whose level of readiness indicates R3-R4. According to the LBA II Huq falls in the line between S1- S3 where he is quite directive to his followers and most of the decision made by him though he ask for suggestions from his followers or subordinates but sticks with his own decisions. As Huq wasn’t sure about the readiness of Kevin I and he (Huq) developed some questions for Kevin which depends on the observation of Huq and my course handouts which describes the facts that readiness depends on the function of ability, understanding and motivations. Based on the assessments done by me and Huq Kevin’s Readiness level false between R1-R2 and most of the teammates in Huq’s group falls between that level of Readiness. Based on our experiments after the assessment of the leadership style and readiness level, measures can be taken to eliminate the shortcomings and prompt the effective learning or functional progress in a work place among the team members. After doing this experiment I find out two things that needed to de done to improve the effectiveness in Huq’s team. One: leader needs to change his style to go along with the readiness level of the teammates or two: the readiness level of Kevin as well as the other teammate need to rise to work effectively for the team. Kevin’s readiness level indicated that he is low competence, needs direct supervision, and less innovative. He had some skills related to his work but would work better under direct supervision of Huq. In the other way I can say Kevin works better when Huq is around. On the other hand Huq needs to take more initiative about his own leadership style. He needs to improve his capabilities to learn from others, more interactive with teammates and ask suggestions from teammates for the betterment of work environment. He needs to motivate his teammates and work with them...