Think Of A Leadership Situation You Are Familiar With

Think Of A Leadership Situation You Are Familiar With Such As Being I

Think of a leadership situation you are familiar with, such as being interim director or chair of a committee. Briefly describe the situation. Apply two of the theories from the Manning and Curtis text to the situation. Answer these questions: Which theory best fits the interaction of the leader, followers, and situation in your example? What theory allows you to predict a likely or preferred outcome for the situation you described? Provide rationale for your choice.

Paper For Above instruction

Leadership is an essential factor in the success and effectiveness of organizations and groups. Understanding various leadership theories enables leaders to navigate their roles more effectively and predict potential outcomes based on their approach. In this essay, I will describe a leadership situation I am familiar with—serving as the interim chair of a university committee—and analyze it using two leadership theories from Manning and Curtis’s framework: Transformational Leadership and Situational Leadership. I will evaluate which theory best fits the interaction among the leader, followers, and the situation, and identify which provides better predictability for the outcome.

Description of the Leadership Situation

As an interim chair of a university curriculum review committee, I was responsible for facilitating discussions among faculty members, coordinating meetings, and guiding decisions on new course proposals. This was a temporary position triggered by the previous chair's departure, with a mandate to complete the ongoing review process within a six-month period. The followers consisted of faculty members with varying levels of experience and commitment. Some were highly engaged, offering detailed feedback, while others were less involved. The situation was dynamic, with tight deadlines and the need to maintain morale and productivity under pressure. The leadership required balancing authority with collaboration to ensure consensus and effective decision-making.

Application of Leadership Theories

First, I will examine this situation through the lens of Transformational Leadership, which emphasizes inspiring and motivating followers to achieve beyond expectations through vision, enthusiasm, and individualized consideration. Transformational leaders foster commitment by aligning organizational goals with followers' values and aspirations. As interim chair, I aimed to encourage faculty engagement by articulating a compelling vision for curriculum enhancement, acknowledging individual contributions, and fostering a sense of shared purpose.

Second, I will analyze the situation using Situational Leadership theory, developed by Hersey and Blanchard. This model posits that effective leadership depends on adapting style based on followers’ development level and the task at hand. It emphasizes flexibility, with leaders shifting between directing, coaching, supporting, or delegating depending on followers' needs. In the committee, some members needed more guidance and supervision (D4 level), whereas others required minimal direction (D1 level). Applying this model involved assessing each member’s readiness and adjusting leadership behaviors accordingly.

Analysis and Comparison

The Transformational Leadership theory best fits the interaction because it captures the motivational and inspirational aspects that influenced the overall engagement of faculty members. My efforts to cast a shared vision and recognize individual contributions fostered a collective commitment to the process despite the temporary nature of the leadership role. This approach helped sustain morale and encourage voluntary participation, which are critical in academic settings where intrinsic motivation often drives involvement.

In terms of predictability, Situational Leadership provides a more precise framework for forecasting outcomes based on follower development levels. By tailoring my leadership style to the readiness of each faculty member, I could better facilitate progress and reduce resistance. For example, providing more direct guidance to less engaged members prevented stagnation, while enabling high-performing members to work independently increased efficiency. According to Hersey and Blanchard, this flexibility ensures that leaders can adapt effectively to varying circumstances, resulting in clearer expectations and more consistent achievement of objectives.

While Transformational Leadership fosters motivation and shared vision, it may assume a certain level of intrinsic motivation among followers. Conversely, Situational Leadership emphasizes pragmatic adjustment to follower needs, which directly influences task completion and productivity. In this context, the situational approach offers clearer predictions regarding the success of particular leadership behaviors based on follower readiness levels.

Conclusion

In my experience as an interim committee chair, both Transformational and Situational Leadership theories provided valuable insights into managing the group. Transformational Leadership was instrumental in fostering motivation and shared purpose, which enhanced engagement and commitment. Meanwhile, Situational Leadership was more effective for predicting and managing specific behaviors and outcomes by adjusting leadership style to follower development levels. Ultimately, integrating these approaches—using motivational strategies while remaining adaptable—can lead to more effective leadership and successful organizational outcomes.

References

• Bass, B. M. (1998). Transformational Leadership: Industry, Military, and Educational Impact. Mahwah, NJ: Erlbaum.
• Hersey, P., & Blanchard, K. H. (1969). Management of organizational behavior: Utilizing human resources. Englewood Cliffs, NJ: Prentice-Hall.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.
• Graeff, C. L. (1997). Evolution of situational leadership theory: A critical review. Leadership Quarterly, 8(2), 153-170.
• Yukl, G. (2012). Leadership in Organizations. Pearson Education.
• Herold, D. M., & Fedor, D. B. (2008). Resource-based perspectives on leadership. In D. V. Day (Ed.), The Oxford Handbook of Leadership (pp. 245-263). Oxford University Press.
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