CMST 439 Leadership And Strategic Communication Textbook ✓ Solved

Cmst 439 Leadership And Strategic Communicationtextbook The Leadershi

Discuss the concept of Situational Leadership, providing an example from personal observation where a person was classified as D1, D2, D3, or D4 on a task. Describe the goal, explain why the individual fit into that particular developmental level, and specify what they need from their leader to progress or succeed. Focus on a specific D level, and illustrate your points with a relevant, real-world example, analyzing leadership needs and strategies involved.

Sample Paper For Above instruction

Situational leadership theory emphasizes the need for a leader to adapt their style based on the development level of their followers, which is categorized as D1 through D4. These levels reflect an individual's competence and commitment toward a particular task, guiding the leader’s approach to support, direction, and motivation. To elaborate on this, I will reflect on a personal observation of a colleague who demonstrated characteristics consistent with a D3 follower within a professional setting, specifically regarding their task of leading a community outreach project.

Understanding D3: High Commitment, Variable Competence

According to Hersey and Blanchard's situational leadership model, D3 followers are those who possess the competence for a task but lack confidence or motivation. They are capable, but may hesitate, doubt, or seek reassurance in their abilities. The goal for a D3 follower is to gain confidence, reinforce motivation, and develop a sense of ownership over their responsibilities so they can become more autonomous (Hersey, Blanchard, & Johnson, 2013).

Personal Observation of a D3 Individual

During a community service initiative organized by my organization, I observed a team member, Alex, who was responsible for coordinating local volunteers. Alex demonstrated a thorough understanding of the project's objectives, suggesting effective ways to mobilize participants and manage logistics. Despite this, Alex occasionally expressed uncertainty about public speaking engagements and hesitated to make spontaneous decisions during field activities. These behaviors indicated a high level of competence but a lack of full confidence—hallmarks of a D3 follower.

Goal and Context of the Task

The goal was to conduct a series of youth engagement workshops aimed at increasing community awareness and participation. The context involved working with diverse community stakeholders, managing volunteer teams, and delivering presentations in front of groups with varying sizes. This task required both technical skills and interpersonal confidence, which Alex possessed but needed to strengthen further.

Why is Alex a D3?

Alex classified as a D3 because while highly capable, he lacked confidence in public speaking and decision-making under pressure. His competence was evident in planning and organizational skills, but his motivational level was inconsistent, especially during unexpected challenges. His hesitation stemmed from a fear of failure, which impacted his motivation despite his ability to perform the task effectively (Graeff, 1997).

Leadership Needs for Development

The appropriate leadership approach for Alex involved supporting and coaching behaviors. Specifically, the leader should provide encouragement, positive feedback, and opportunities for public speaking practice to build his confidence. These actions align with the coaching style in situational leadership—directive yet supportive—fostering motivation and reinforcing competence (Northouse, 2018). Regular check-ins, constructive feedback, and gradually increasing responsibilities would empower Alex to develop a sense of ownership and autonomy over his role.

Implications of Leadership Approach

By adopting a coaching style tailored to D3 followers, leaders facilitate the transition from competence with low confidence to competence and high confidence. This approach acknowledges their skills while addressing motivational barriers, essential for progressing toward D4, where followers are both highly competent and motivated (Hersey et al., 2013). Such adaptive leadership enhances individual growth, team effectiveness, and organizational objectives.

Conclusion

In summary, understanding the nuances of follower development levels, particularly D3, is critical for effective leadership. Recognizing the signs of competence paired with confidence issues allows leaders to adopt supportive and coaching strategies that motivate followers, build their confidence, and promote autonomous performance. This case exemplifies how tailored leadership interventions can foster individual development in complex, real-world projects, ultimately contributing to organizational success.

References

• Graeff, C. L. (1997). Evolution of Situational Leadership Theory: A Critical Review. Organization Development Journal, 15(3), 30-40.
• Hersey, P., Blanchard, K. H., & Johnson, D. E. (2013). Management of Organizational Behavior: Utilizing Human Resources (10th ed.). Pearson.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.