LEADERSHIP PRACTICE 1

LEADERSHIP PRACTICE

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Introduction
Leadership entails positive influence an individual in charge has on a group of employees

to achieve a common goal[ CITATION GPe19 \l 1033 ]. Leaders use different approaches when

attempting to delegate to employees depending on that particular situation. Different situations

require different forms of attention from leaders therefore, situational leadership is a leadership

approach that focuses on the current situation. This approach can be used effectively in

organizational leadership training as well as development because different situations demand

their unique attention needs. In regard to this, the leader should be flexible enough to adopt the

leadership style based on the new demands.

Body
In situational leadership, both the supportive and directive dimension sides of leadership

are applied depending the employee needs in that particular situation[ CITATION KGh17 \l 1033 ]. In

order to determine what dimension of situational leadership to apply, the leader assesses the level

of competence and drive of that particular employee towards performing the set goal. Most

employee motivation and morale vary over time due to different circumstances. Good situational

leaders therefore vary the level of directiveness of supportiveness they give to fit the current

motivation level of the employee. In order for situational leadership to effectively work, three

aspects have to be considered; the employee’s commitment, task and relation behaviors. Studies

done in the past have suggested that effective situational leadership is a combination of these

three aspects[ CITATION Kha17 \l 1033 ]. This form of employee evaluation will create a

relationship between the leader and the employee that allows openness between them. This
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creates confidence in employees which in turn triggers competent independent employee

decisions. The characteristics of the employee that had been discovered by the leader before are

crucial because they form the basis upon which the leader decides what leadership style to use.

To determine the readiness level of employees, the leader must assess employees

individually to understand their readiness level and whether they need directives or proper

motivation to better performance. Amani stands out from other employees with the longest

tenure for six years but has the least motivation contrary to expectation. A number of factors

could be causing this morale deficiency behavior but understanding and proper motivation from

the leader could restore performance by improving motivation. This is possible due to the long

experience Amani has giving the required capabilities to give better performance but id held

down by lack of motivation.

Bassmah’s level of readiness can be deduced from the inability to understand the

company’s new software even after being taken under training. This consequently affects

performance. Various number of factors can cause this level of readiness including the

socioemotional needs of the employee nor being met as well as proper coaching. Hadeel and

Rawan’s level of readiness is determined from their current inability to work together in

contacting clients as they used to in the past. This is caused by the constant conflicting between

them which consequentially reduces their morale to contact clients and their performance in the

long-run. Samah’s level of readiness is clear in the inability to understand what is required of the

employee by the company. This unawareness reduces motivation to continue working for the

company and makes Samah to contemplate quitting the company.

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The appropriate leader behavior to counter the employee readiness levels discussed above

is situational leadership. Situational leadership allows the leader to vary the level of

supportiveness of directiveness to fit different employees demands. Situational leadership allows

leaders to give different appropriate leader behavior to different employees depending on their

particular need. Amani has enough experience to be productive but lacks proper motivation to

actualize this. The best leader behavior would be the supporting approach that entails the leader

taking a high supportive-low directive approach where not all the focus is on company goals but

gives a supportive vibe that will bring out the employee’s skills crucial in attaining the company

goals[ CITATION GPe19 \l 1033 ]. Here, the leader will indulge in listening to the employee,

praising for any achievements the employee has and soliciting for input before giving feedback.

This type of situational approach creates the impression that the employee has control over the

daily tasks but is still available for any required problem-solving needs. This leadership behavior

will show Amani of recognition and social support consequentially improving morale and

performance.

Bassmah’s inability to understand how the company software works and consequential

low morale and performance can be countered by a coaching approach in the leader’s behavior.

The appropriate leadership behavior requires the leader to mainly give directives to the employee

as well as support them through coaching. This leadership behavior requires the leader to put

emphasis on communicating with the employee on both ways of achieving company goals as

well as meeting the employee’s particular socioemotional needs. The leader should give

encouragement and solicit any relevant employee input but still decide on how the company

goals will be achieved. Hadeel and Rawan on the other hand require the leader to mainly give
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directives with minimum support because the cause of their low motivation and performance are

mere indifferences. The leader should focus on giving directives to ensure the set-out procedure

for achieving company goals are followed as well as supervise them to ensure they

heed[ CITATION Rob17 \l 1033 ].

Samah requires a more subtle address given that the employee’s tenure is three months.

The appropriate leadership approach will be slowly and gently giving support and directives in a

delegative manner. This approach is meant to inspire confidence and boos morale in regard to the

company’s goals. This less constant reminder and uproar of achieving company goals allows the

employee to find comfortable ways to get the job done. This approach will allow Samah to take

responsibility and find the most viable way to acquaint with the company’s employee

requirements.

Conclusion
The most viable action plan will be to put more emphasis on determining the

development levels of employees before taking action towards finding ways to improve their

performance. This will require the determination of whether employees have the necessary skills

to give the required results as well as the proper motivation needed to achieve the results.

Employees with experience and motivation are aware of what it takes to achieve company goals

and are therefore at a higher development level where as those with no motivation or

incompetence are at the developing stage[ CITATION GPe19 \l 1033 ]. After categorizing the

company’s employees, it is upon the leader to use situational leadership approach to exploit their

untapped skills and motivation and improve the company’s performance.

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References
Cote, R. (2017). Vision of Effective Leadership. International Journal of Business Administration, 208-211.

K., G. R. (2017). Situational Leadership and Its Effectiveness in Rising Employee Productivity: A Study on

North Lebanon Organization. Human Resource Management Research, 102-110.

Peter, G. (2019). Leadership: Theory and Practices. California: SAGE Publications, Inc.