You Have Been Assigned To Lead An Existing Team Perfo 033208

You Have Been Assigned To Lead An Existing Team Performance Has Been

You have been assigned to lead an existing team. Performance has been low and the previous leader was controlling. The CEO wants you to bring the team up to satisfactory performance levels within 6 months. Use the results of your learning team discussion and select one of the leadership theories in Ch. 14 of Management to demonstrate how you would lead this team.

Develop a 15- to 20-slide presentation outlining the following: The leadership theory selected The level of control situation The type of leadership style Situational attributes Desired outcomes

Paper For Above instruction

Effective leadership is critical in transforming an underperforming team into a high-functioning unit capable of meeting organizational objectives. When tasked with leading a team that has historically exhibited low performance and previously had a controlling leadership style, it is imperative to select a leadership approach that fosters motivation, empowerment, and adaptability. This paper explores the application of Hersey and Blanchard's Situational Leadership Theory to address such a challenge, highlighting how the theory guides leadership style adaptation based on team readiness, the control level of the situation, and the desired outcomes within a six-month timeframe.

Leadership Theory Selected: Situational Leadership Theory

Hersey and Blanchard’s Situational Leadership Theory posits that effective leadership varies according to the readiness level of followers, which is determined by their ability and willingness to perform tasks. The theory emphasizes flexibility, recommending different leadership styles—telling, selling, participating, and delegating—based on the development level of team members. This dynamic approach is conducive for guiding a team from low to higher performance by adjusting leadership behaviors accordingly. Given the scenario of low performance and previous control issues, this theory offers a practical framework to tailor leadership behavior to team needs.

Level of Control Situation: Telling or Selling

The initial control situation for the team can be characterized as “Telling” or “Selling,” depending on the team’s skill levels and motivation. Since performance has been low and the previous leader was highly controlling, it is likely that the team members possess limited skills or confidence to perform their roles effectively. Therefore, the control situation aligns with the ‘Telling’ style, where the leader provides clear instructions and closely supervises activities. As the team progresses, the control can gradually shift towards ‘Selling,’ where the leader still directs but begins to involve team members in decision-making to build confidence and commitment.

Type of Leadership Style: Directing to Coaching

Initially, the leadership style should focus on ‘Directing’ (or telling), characterized by high task orientation and low relationship orientation. The leader provides specific instructions, sets clear goals, and closely monitors tasks to ensure quick improvement. As the team begins to develop skills and motivation, the style can transition to ‘Coaching,’ which incorporates more two-way communication, allowing the leader to explain decisions and solicit feedback. This shift nurtures trust and gradually reduces the controlling behavior, aligning with the team’s developing competence and confidence levels.

Situational Attributes

  • Team members' current skill levels are low, and their motivation is uncertain due to previous leadership approaches.
  • Organizational culture may favor hierarchical control, but adaptation is necessary for growth.
  • Time constraint: a six-month period to improve performance demands focused, adaptable leadership.
  • External pressures, such as competitive market forces, require swift performance enhancements.

Desired Outcomes

  • Enhanced team competence and confidence, leading to increased productivity.
  • Development of self-managed team capabilities, reducing dependence on authoritative oversight.
  • Achievement of specific performance metrics aligned with organizational goals within six months.
  • Establishment of a collaborative team environment fostering open communication and shared responsibility.

Implementing Hersey and Blanchard’s Situational Leadership involves a deliberate process of assessing team readiness, adjusting leadership behaviors, and fostering an environment of continuous development. The leader must remain flexible, shifting from directing to coaching as the team progression occurs. Regular feedback, coaching, and setting clear expectations form the core of this approach, ensuring that team members are supported at every stage of their development. Ultimately, this tailored leadership strategy aims to transform the team into a high-performing, autonomous unit capable of sustaining improved results beyond the initial six-month period.

References

  • 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.
  • Graeff, C. L. (1983). TheSituational Leadership Theory: A critical review. Human Relations, 36(9), 781-792.
  • Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
  • Luthans, F. (2011). Organizational behavior: An evidence-based approach. McGraw-Hill Education.
  • Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. SAGE Publications.
  • Campbell, D. (2017). Developing high-performance teams. Harvard Business Review.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review.
  • Choi, S. L., et al. (2016). The impact of leadership styles on employee performance. Journal of Business Research.
  • Vecchio, R. P. (2007). Leadership and emotion: The role of emotional intelligence. Leadership Quarterly.

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