Within The Discussion Board Area Write 350 Or 500 Words That

Within The Discussion Board Area Write 350500 Words That Respond To

Within the discussion board area, write 350–500 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions by your classmates. Be substantive and clear, and use examples to reinforce your ideas. You will have 2 options this week for your DB posting. Select either Option 1 or Option 2 for your discussion response.

Option 1: This week will focus on situational leadership. Situational leadership is based on a leader’s ability to adapt his or her style and approach based on what is most needed in that situation. What is most needed is usually determined by the gaps in subordinates' skills and abilities with the task requirements. Research articles on situational leadership.

Use high-level and synthesis thinking in your responses to the following questions: Where do situational leadership and authentic leadership conflict, and where are there similarities? How would you apply situational leadership to improve the performance of leaders? How can the style approach (behavior theory) be combined with situational leadership to develop subordinates? Option 1 also includes discussing adaptation, supportive versus directive interventions, and the implications when the approach is naturally supportive or directive. When situations are temporary or immediate, these theories tend to align, but over the long term, if the preferred style conflicts with the situation's demands, conflicts may arise. Analyzing these differences helps leaders and followers assess where improvement is needed, enabling better application of the style approach.

Option 2: Write 350–500 words that respond to the following questions with your thoughts, ideas, and comments. Steven Sample discussed the importance of leaders having experts. These experts, as defined by Sample (2003), need to be artful listeners to understand what the leader is trying to achieve and then help accomplish these objectives. Contrarian leaders are able to distinguish the experts who are saviors from charlatans (Sample, 2003). Identify 5 experts you need during your doctoral journey and the objectives each expert will help you achieve. Sample also emphasizes reading "supertexts"—insightful texts that are foundational to culture and stimulate original thinking. The books Sample recommends include works like The Prince, Plato’s Republic, and Dante’s Divine Comedy. Reflect on the last supertext you read, the insights gained, and why Sample considers these more important than popular periodicals. Do you agree or disagree with his position? Justify your answer.

Paper For Above instruction

Engaging with the concepts of leadership theories, specifically situational and authentic leadership, reveals nuanced differences and overlaps that are vital for effective management and personal development. Situational leadership emphasizes a leader’s ability to adapt their style based on subordinate readiness and task complexity, choosing supportive or directive interventions as circumstances demand. Authentic leadership, rooted in self-awareness and ethical integrity, often encourages consistency and transparency. These approaches can conflict when leaders are required to adopt styles that do not align with their natural tendencies, especially over long periods where sustained behaviors may clash with authentic expression. Conversely, they align in scenarios demanding flexible responses, particularly in immediate or short-term situations, where both theories promote responsiveness and clarity.

Applying situational leadership involves keen assessment of subordinate skills and motivations, enabling leaders to adjust their behaviors—such as providing direction or support—to enhance performance. Leaders can develop subordinates by integrating behavior theory, which focuses on observable actions, with situational awareness. For instance, coaching- or delegation-based strategies can be tailored according to individual capabilities, promoting growth while meeting organizational goals. Recognizing when to shift between supportive and directive behaviors fosters adaptive leadership, helping develop resilient, competent team members. Challenges arise when leaders’ natural inclinations—supportive versus directive—conflict with situational demands, potentially compromising effectiveness. Therefore, leaders must cultivate flexibility and self-awareness to navigate these tensions, ensuring that their leadership style aligns with organizational and subordinate needs without sacrificing authenticity.

The integration of style approaches with situational leadership supports a developmental framework that emphasizes not only task completion but also fostering subordinate growth through tailored behaviors. This combined approach enables leaders to dynamically adjust their actions, reinforcing competencies and behaviors aligned with individual needs, fostering motivation, confidence, and skill acquisition. As followers observe leaders’ adaptability and consistent application of appropriate styles, they develop a clearer understanding of expectations and their roles, contributing to overall organizational effectiveness. Embracing this synthesis also encourages leaders to reflect on their natural styles, challenge biases, and expand their behavioral repertoire to better serve diverse teams and complex environments.

In essence, the blend of behavior theory and situational leadership creates a responsive, personalized leadership paradigm. It champions flexibility, situational judgment, and genuine connection—qualities essential for cultivating high-performing, adaptable teams. Leaders who master this integration can mitigate conflicts between authentic self-expression and situational demands, leading to more ethical, effective leadership that evolves in tandem with organizational needs. This ongoing process of assessment, adaptation, and growth ultimately strengthens leadership capacity and improves organizational outcomes.

References

• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Hersey, P., & Blanchard, K. H. (1969). 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.
• Blanchard, K., & Hersey, P. (1996). Situational Leadership II. Cambridge: Cambridge University Press.
• 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.
• Vecchio, R. P. (2007). Leadership theory, research, and practice. The Leadership Quarterly, 18(6), 691-711.
• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Lawrence Erlbaum Associates.
• Northouse, P. G. (2016). Introduction to Leadership: Concepts and Practice. Sage Publications.
• Gagnon, S., & Coller, M. (2019). Adaptive leadership: The role of flexibility in leadership effectiveness. Journal of Leadership Studies, 13(2), 23-37.