Assignment 4: Building Teams, Adaptive And Situational Leade

Assignment 4 Building Teams Adaptive And Situational Leadership And

Write a two-page minimum paper (excluding the APA reference page) answering the following questions based on the case study from The Art of Leadership & Supervision (pp. 96-97):

  1. What team-building steps did Reid initiate as the new department leader facing an inspection shortly after taking his leadership role?
  2. How did you see Reid adapt to his new role and the situation he faced?
  3. How would you use personal and position power in this case study?
  4. Facing a ninety-day review by the store and district manager, what steps would you take in conducting a review of your department leadership and organizational climate? What team-building and assessment plan would you develop and share with your leadership?

Paper For Above instruction

The case study presents Reid as a new department leader tasked with turning around a department under scrutiny due to recent deficiencies. His approach to leadership, team building, and organizational assessment offers insights into adaptive leadership and successful team management strategies in challenging situations.

Team-Building Steps Initiated by Reid

Reid’s initial team-building efforts focused on establishing clear communication, setting standards, and fostering a climate of accountability. Upon assuming leadership, he conducted a team meeting where he outlined the inspection requirements and solicited input from his section leaders and employees. This participative approach empowered team members to contribute ideas and take ownership of the necessary improvements. Reid emphasized adherence to operational standards and discouraged shortcuts or fudging paperwork, reinforcing integrity and professionalism within the team. He also demonstrated his commitment by openly discussing the department's deficiencies and accepting responsibility for addressing them—an important aspect of building trust and credibility in a new leadership role.

Furthermore, Reid promoted a culture of continuous improvement by encouraging employees to share ideas on how to better prepare for the inspection. This collaborative process helped foster team cohesion and a collective sense of purpose concerning the upcoming challenge. His approach of focusing on future improvement rather than blame created a positive environment conducive to change and growth.

Adaptation to the New Role and Situation

Reid demonstrated adaptive leadership by recognizing the need to respond flexibly to the department’s issues while maintaining focus on positive outcomes. His decision to stick to the facts and avoid disparaging his predecessor reflected his strategic prioritization of professionalism and organizational stability. He empowered employees by involving them in the inspection process, which was a shift from the traditional top-down authority often seen in such contexts.

Reid’s adaptability was also evident in his handling of the resistance and underlying tensions with the abrasive section leader, suggesting a nuanced understanding of team dynamics. Despite facing hostility, Reid maintained his composure and stayed focused on the department’s improvement goals. His willingness to accept responsibility publicly indicated his commitment to accountability—a hallmark of adaptive leadership—fostering a sense of shared purpose among his team members.

Using Personal and Position Power

In this scenario, Reid could leverage his position power by clearly defining roles, expectations, and standards, while also utilizing his personal power through relationship-building and credibility. His authoritative position allowed him to set standards and enforce procedures, but his effectiveness depended on building trust and respect through honest communication and consistency.

To utilize personal power, Reid should focus on developing rapport with his team, demonstrating competence, fairness, and empathy. For example, acknowledging employees' efforts, providing constructive feedback, and showing genuine concern for their professional growth would enhance his influence through personal power. Meanwhile, his formal authority could be employed to implement necessary changes, such as enforcing operational procedures, conducting evaluations, and making strategic decisions about workload and resource allocation.

Combining these sources of power strategically can foster a motivated and committed team capable of overcoming current deficiencies and excelling in future inspections.

Conducting a 90-Day Leadership and Organizational Climate Review

To prepare for the upcoming 90-day review, I would initiate a comprehensive assessment of the department’s leadership effectiveness and organizational climate. This process would include gathering feedback through anonymous surveys, conducting one-on-one interviews, and observing team interactions to identify strengths and areas needing improvement. I would also review performance metrics, such as compliance with operational standards, employee turnover, and productivity levels.

Based on these assessments, I would develop a structured team-building and development plan focused on enhancing communication, fostering accountability, and reinforcing a shared vision. Specific initiatives might include regular team meetings, leadership development workshops, recognition programs, and ongoing coaching. An emphasis on creating a positive organizational culture that values transparency, professional growth, and mutual respect would be central to fostering sustainable improvement.

Sharing this plan transparently with leadership and staff would promote buy-in and collective commitment. Establishing clear, measurable goals aligned with organizational standards would ensure accountability and continuous improvement, positioning the department for sustained success beyond the inspection.

Conclusion

Reid’s experience underscores the importance of strategic team building, adaptive leadership, and effective use of power in managing organizational change. His proactive engagement with employees, focus on integrity, and commitment to continuous improvement serve as a model for leadership in challenging circumstances. Developing a comprehensive review and team-building plan as part of his leadership strategy will help sustain improvements and prepare the team for future evaluations, fostering a resilient and high-performing department.

References

  • Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
  • Herold, D. M., Fedor, D. B., Caldwell, S. D., & Liu, Y. (2008). The impact of transformational leadership and organizational climate on innovation. Journal of Applied Psychology, 93(6), 1438–1446.
  • Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.
  • Bass, B. M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. Free Press.
  • Kotter, J. P. (1990). What leaders really do. Harvard Business Review, 68(3), 103–111.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
  • Harvey, M., & Allard, M. (2018). Servant leadership as an organizational change strategy. Journal of Leadership & Organizational Studies, 25(3), 300–310.
  • Shamir, B., House, R. J., & Arthur, M. B. (1993). The charismatic leader and effective organizational change. Organization Science, 4(4), 577–593.
  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.

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