Contemporary Leadership Write A Three To Four Page Paper Not

Contemporary Leadershipwrite A Three To Four Page Paper Not Including

Contemporary Leadershipwrite A Three To Four Page Paper Not Including

Contemporary Leadership Write a three to four page paper (not including the title and reference pages) about a contemporary leadership situation that is familiar to you. Paper needs to: Identify the development level and style demonstrated in the situation. Support your position with specific examples. Explain whether the action taken was appropriate and effective. Determine and discuss if the situational leadership approach would be useful in understanding the leadership applied to the situation. Must include an introductory paragraph with a thesis statement Must conclude with a restatement of the thesis and a conclusion paragraph Must reference at least three scholarly resources Must include a reference page written in APA format

Paper For Above instruction

Introduction

Leadership is a dynamic and multifaceted concept that varies significantly across different contexts and situations. Contemporary leadership, in particular, emphasizes adaptability, contextual awareness, and the ability to tailor leadership styles to the development levels of followers. This paper examines a recent leadership situation I observed within a team project at my workplace. The analysis focuses on identifying the development level and leadership style demonstrated, evaluating the effectiveness of the action taken, and analyzing whether the situational leadership approach offers valuable insights into understanding the leadership dynamic in this context. The goal is to assess the appropriateness of the leadership behavior and explore the practical application of situational leadership theory in contemporary settings.

Leadership Situation Description

The scenario in question involved a team leader overseeing a cross-functional project in a fast-paced corporate environment. Early in the project, the leader adopted a highly directive approach, providing specific instructions and closely supervising team members' activities. The team comprised members with varying levels of experience; some were highly skilled and self-directed, while others were relatively new to the organization and required more guidance. The leader's initial approach reflected a directing style suitable for team members at lower development levels but became increasingly inappropriate as the team members matured.

Development Level and Leadership Style Demonstrated

Based on the situational leadership framework by Hersey and Blanchard, the team's members exhibited different levels of development—ranging from D1 (low competence, high commitment) to D4 (high competence, high commitment). The more experienced members demonstrated a D4 level, showing self-motivation and independence, while newer members were at D2 or D3 levels, necessitating more supportive or coaching behaviors. The leader initially used a directing style characterized by high task focus and low relationship building, which was appropriate for inexperienced members but hindered the autonomy of more advanced team members.

Support and Analysis of Leadership Style

Support for this assessment comes from specific examples within the project. For instance, when team members with D4 development levels were assigned tasks, the leader continued to provide detailed instructions and closely monitored progress, which some team members found unnecessary and even stifling. Conversely, with less experienced team members, the directive approach helped clarify expectations and fostered initial confidence. Over time, the leader recognized that a more delegative style was overdue, and by shifting toward a supporting or delegating approach, increased team autonomy and productivity were observed.

Effectiveness and Appropriateness of Actions Taken

The initial directive actions were appropriate in the early stages of the project, especially for inexperienced team members unfamiliar with project expectations. However, their continued application to experienced members proved ineffective, leading to frustration and reduced motivation. Transitioning to a supportive style, which involved providing encouragement and autonomy, proved more effective. This shift resulted in improved team morale, better decision-making, and increased innovation, aligning with the principles of situational leadership that advocate adapting style to the development level.

Application of Situational Leadership Theory

The situational leadership model is particularly useful for understanding this case because it emphasizes flexibility and tailored leadership behaviors based on followers' development levels. Recognizing when to shift from directing to supporting and delegating can optimize team performance and development. Applying this theory helped explain the leader's need to adapt and provided a framework for analyzing leader-follower interactions. It also offers practical guidance for leaders to assess follower readiness continuously and adjust their style accordingly.

Conclusion

In conclusion, the leadership situation presented demonstrates the importance of adaptable leadership styles suited to the followers' development levels. While the initial directive approach was appropriate for inexperienced team members, it became less effective as team members matured. The leader’s ability to shift toward a supporting and delegating style aligned with situational leadership theory and resulted in better outcomes. This analysis underscores the relevance of the situational leadership approach in contemporary leadership practice, emphasizing flexibility, contextual awareness, and responsiveness to followers' evolving needs. Ultimately, effective leadership requires an understanding of followers' development levels and the willingness to adapt styles to achieve team success.

References

• Blanchard, K. H., & Hersey, P. (2016). Management of organizational behavior: Utilizing human resources. Pearson.
• Graeff, C. L. (1997). The situational leadership theory: A critical review. Leadership & Organization Development Journal, 18(1), 20-23.
• Hersey, P., & Blanchard, K. H. (1982). Management of organizational behavior: Utilizing human resources. Prentice Hall.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill Book Company.
• Thompson, L. (2012). Making the team: A guide for managers. Pearson.
• Antonakis, J., & House, R. J. (2014). The full-range leadership theory: The way forward. The Leadership Quarterly, 25(1), 115-120.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Schepers, J. (2014). Adaptive leadership in practice: Principles and applications. Journal of Organizational Change Management, 27(4), 585-604.