Leadership – APA 3 Pages – Due 4 Feb The Vice President Of O

Leadrship – apa- 3 pages- due 4 feb the Vice President of operations recent

Leadrship – apa- 3 pages- due 4 feb the Vice President of operations recently promoted you to branch manager and moved you to a new branch office where the morale among employees is low and performance is poor. Of the five employees, Amani has the most tenure with six years. Amani seems to have the lowest morale and is not motivated to do the work, although he is quite capable of doing it successfully. Bassmah has been with the company for four years but has not mastered the new software and is performing at a low level even three months after being trained on the software. Hadeel also has four years with the company and Rawan has two years. Hadeel and Rawan are responsible for client contact, and while in the past they worked well together on reaching out to clients, now there are conflicts and low morale. Samah has been with the company just three months and does not understand what is expected on the job and is contemplating leaving the company. Approach the case as the branch manager well versed in situational leadership. ï‚· Explain situational leadership to your Vice President. ï‚· Determine the readiness level of each employee and explain your reasoning. ï‚· Determine the appropriate leader behavior to match the employee level and explain your reasoning. ï‚· Develop a plan of action as to how you will lead each person to higher performance and morale and explain it to your Vice President.

Paper For Above instruction

Effective leadership within a workplace, especially in challenging scenarios with low morale and performance issues, necessitates a nuanced understanding of situational leadership. As a branch manager newly assigned to oversee operations, I recognize the importance of tailoring leadership behaviors to the individual readiness and development levels of each employee. Situational leadership, developed by Paul Hersey and Ken Blanchard, underscores the need for leaders to adapt their style based on the maturity, confidence, and competence of their team members, thus fostering enhanced performance and morale.

Situational leadership is a dynamic and flexible leadership model that emphasizes the importance of adjusting leadership styles according to the individual’s demonstrated readiness. It involves four primary leadership behaviors: directing, coaching, supporting, and delegating. A leader must assess an employee’s competence—the ability to perform a task—and their commitment or confidence in executing that task. Based on this assessment, the leader selects a style that provides the appropriate level of directive and supportive behavior. This approach ensures employees are given resources and guidance commensurate with their development phase, thereby promoting growth, engagement, and productivity.

Applying this model to our team, I have evaluated each employee’s readiness based on their experience, skills, motivation, and recent performance. Amani, with six years of tenure, possesses the ability to perform tasks successfully but exhibits low motivation and morale. This indicates a high competence level but low confidence and motivation, placing him in a "Developing" or "D2" readiness level. The appropriate leadership style in this case would be coaching, which combines high directive behavior with supportive behaviors to rebuild motivation and confidence.

Bassmah, with four years at the company but struggling with new software despite training, demonstrates a limited ability to perform in this area but may still be committed. Her performance issues suggest a "D2" or low competence level with variable commitment. As such, a coaching approach would be appropriate. Providing training reinforcement, clear guidance, and encouragement can help her develop the necessary skills and regain her motivation.

Hadeel, also with four years at the company and responsible for client contact, is currently experiencing conflict and low morale. Assuming her competence in client interactions remains high but her motivation is waning due to interpersonal issues, she might be classified as "D3"—low confidence but high competence. The leader’s approach should shift towards supporting behavior, emphasizing relationship building, active listening, and empowering her to rebuild trust and motivation.

Rawan, with two years of experience and involved in client contact, similarly shows signs of reduced morale and teamwork issues despite having basic competence. She might also be situated at "D3," requiring supportive leadership that encourages collaboration, boosts confidence, and clarifies expectations to restore her engagement.

Samah, with only three months on the job and lacking clarity about her role, appears to lack both competence and confidence, placing her at a "D1" stage—low competence and low commitment. An appropriate leadership style here would be directing, providing explicit instructions, clear expectations, and close supervision to foster a sense of security and understanding of her responsibilities.

To effectively lead each employee towards higher performance and morale, I would develop targeted action plans. For Amani, rebuilding motivation involves recognition of efforts, meaningful engagement, and opportunities for leadership to instill a sense of purpose. Regular check-ins, setting achievable goals, and involving him in decision-making can boost his confidence and commitment.

For Bassmah, ongoing coaching through tailored training sessions, mentorship, and incremental responsibilities will facilitate her mastery of the software and rebuild her confidence. Recognizing her progress publicly can further motivate her to perform at higher levels.

Hadeel and Rawan require relationship-focused efforts. Facilitating open communication, team-building exercises, and conflict resolution strategies can mend interpersonal issues and restore their collaborative spirit. Providing support and empowering them to take ownership of client relationships will enhance morale and performance.

For Samah, detailed guidance and close supervision during her initial period will help her understand expectations and develop competence. Providing constructive feedback and simple, achievable tasks will foster confidence and reduce her desire to leave.

In conclusion, adopting a situational leadership approach enables me to address the diverse needs of my team strategically. By accurately assessing each employee’s readiness level and applying appropriate leadership styles—coaching, supporting, or directing—I can improve individual performance and boost morale across the branch. This adaptive leadership not only enhances productivity but also fosters a motivated, confident workforce aligned with organizational goals.

References

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• Blanchard, K., & Hersey, P. (1996). Management of organizational behavior: Utilizing human resources. Prentice Hall.
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