Assume You Are The Manager Of Your Department 695821

Assume You Are The Manager Of The Department Where You Currently Work

Assume you are the manager of the department where you currently work. If you are not currently working, use a past situation or an imaginary situation; be sure to describe it. Select one situational leadership theory and one emerging leadership theory that you believe will be most useful in managing your staff. Respond to the following: Identify the two theories you selected and explain why you think these theories will be most helpful in the given scenario. Explain whether you anticipate needing different leadership methods according to the ages, races, national origins, cultures, genders, educational backgrounds, or job types of your subordinates. Evaluate two different situations using examples to illustrate your point and provide appropriate citations. Subordinates often have a close working relationship with their bosses that gives them insight into the bosses' leadership skills that others may not have. Suggest a theory for a leader you have known in a workplace or in a community group. (Describe the situation, but do not identify the person.) You may even choose a character or a situation from television. How does your suggested theory differ from the manager's current leadership style? What is it about your recommended theory that makes it preferable over the manager's current style?

Paper For Above instruction

Introduction

Leadership in organizational settings is pivotal in shaping employee motivation, performance, and overall organizational effectiveness. Different theories provide varied frameworks for understanding and practicing leadership. In this context, selecting appropriate leadership theories tailored to specific scenarios can significantly influence management outcomes. This paper explores a chosen situational leadership theory and an emerging leadership theory that I believe would be most beneficial in managing my staff. Additionally, it evaluates how leadership approaches might need to adapt based on demographic and cultural differences among subordinates and analyzes real-world examples, including a leadership style observed in a workplace or community setting.

Selected Leadership Theories and Their Relevance

The first theory I select is the Situational Leadership Theory, developed by Hersey and Blanchard. This theory emphasizes the importance of adapting leadership style based on the maturity and competence levels of followers (Hersey, Blanchard, & Johnson, 2012). It advocates for leaders to vary their directive and supportive behaviors dynamically, depending on the followers' readiness to perform tasks. I find this theory particularly applicable because it recognizes that different employees require different management approaches, especially in a diverse workforce with varying skill levels and motivation.

Complementing this is an emerging leadership theory known as Authentic Leadership. This approach focuses on leaders being genuine, transparent, and ethically guided, fostering trust and integrity within teams (Walumbwa et al., 2010). As organizations increasingly prioritize ethical practices and employee well-being, authentic leadership can create a work environment characterized by trust and high morale. This theory emphasizes self-awareness, relational transparency, and balanced processing, which are critical in leading diverse teams.

Utility of Theories in Managing a Diverse Workforce

Applying the Situational Leadership Theory allows for flexibility in leadership styles tailored to the developmental needs of employees. For instance, newer employees with less experience might benefit from high directive behavior, whereas seasoned staff with high competence may require more autonomy and support. In terms of demographic differences—such as age, race, culture, or educational background—this adaptable approach ensures that individual needs are acknowledged and accommodated, fostering inclusivity and engagement (Blanchard & Johnson, 2013).

Authentic Leadership complements this by fostering an environment of trust, which is crucial when managing culturally diverse teams. Trust enhances communication and reduces misunderstandings, especially in multicultural settings where perceptions of authority and leadership vary (Avolio & Gardner, 2005). Recognizing that subordinates bring different perspectives shaped by their backgrounds, authentic leaders can navigate cultural sensitivities and promote a cohesive, respectful workplace.

Evaluation of Different Situational Examples

In the first example, consider a team comprising young professionals from varied educational backgrounds working on a project. A leader employing situational leadership would assess each team member’s readiness and adjust their approach accordingly. For a less experienced team member struggling with task understanding, the leader might offer detailed instructions and close supervision. Conversely, for highly skilled members, the leader can delegate responsibilities, providing support only as needed. This flexibility enhances productivity and morale.

The second example involves a culturally diverse team where trust and transparency are vital. An authentic leadership approach would emphasize openness and personal integrity. For example, the leader shares successes and setbacks candidly, acknowledging the contributions of team members from different cultural backgrounds. This approach builds trust, encourages diverse perspectives, and fosters an inclusive team environment.

Research indicates that adaptable leadership styles, like the combination of situational and authentic approaches, are associated with higher employee satisfaction and better team performance (Gurdjian, Halbeisen, & Lane, 2014). Recognizing the influence of demographic factors necessitates a nuanced leadership approach to address individual differences effectively.

Leadership in Practice: A Hypothetical Example

A leader I observed in a community organization employed a transformational leadership style that focused on inspiring and motivating volunteers. However, I believe a more effective approach would have been a blend of authentic and situational leadership. This leader would benefit from being more transparent about organizational challenges and adjusting their leadership style based on volunteers' experiences and cultural backgrounds. This shift would foster deeper trust and engagement among diverse volunteers, ultimately enhancing organizational impact.

Differences between Current and Recommended Leadership Styles

The observed leader's current style appears predominantly transformational, centered on inspiring and motivating without necessarily tailoring approaches to individual needs or fostering authenticity. My recommendation of an authentic-situational blend offers benefits such as increased trust, personalized engagement, and flexibility. Authentic leadership emphasizes genuine relationships built on transparency, which contrasts with a purely charismatic approach. Combining this with situational adaptability ensures that leadership remains responsive and inclusive, addressing the diverse needs of team members more effectively.

Conclusion

Effective leadership requires a nuanced understanding of various theories and their application to real-world scenarios. The combination of Situational Leadership Theory and Authentic Leadership offers a versatile and ethical framework suited to managing diverse teams. Recognizing demographic and cultural differences is essential in tailoring leadership strategies to promote inclusivity, trust, and high performance. By analyzing practical examples and hypothetical situations, it becomes evident that adaptable and authentic leadership approaches are most effective in fostering resilient and engaged organizations.

References

• Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance, and normative commitment to the organization. Journal of Organizational Behavior, 1(1), 24-39.
• 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.
• Blanchard, K., & Johnson, D. (2013). The New One Minute Manager. Harper Business.
• Gurdjian, P., Halbeisen, T., & Lane, K. (2014). Why leadership-development programs fail. McKinsey Quarterly, 1, 1-9.
• Hersey, P., Blanchard, K. H., & Johnson, D. E. (2012). Management of Organizational Behavior: Utilizing Human Resources. Pearson Education.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage publications.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2010). Authentic Leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
• Yukl, G. (2013). Leadership in Organizations. Pearson Education.
• Bass, B. M. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. Free Press.
• Komives, S. R., Lucas, N., & McMahon, T. R. (2013). Exploring Leadership: For College Students Who Want to Make a Difference. Wiley Higher Education.