ROLE PLAYING FOR SITUATIONAL LEADERSHIP

(DIRECTING / STRUCTURING STYLE)

GENERAL INSTRUCTIONS FOR THE SUPERVISOR

You are the supervisor of a newly created division. Because of the reorganization and transfer of functions,
you find that your new division is saddled with numerous backlogs requiring immediate attention and
action.

To facilitate your division’s work, you have recently been awarded a new computer. A technical person
from another division has also been assigned to you.

You are the only person who is a computer literate in your division. You are also a very busy supervisor
who values your time very much and already feels overwhelmed with all your newly assumed tasks and
responsibilities.

Since everyone else has their own assignments, you decided to assign the new transferee to do the
computer work for your division.

ROLE PLAYING FOR SITUATIONAL LEADERSHIP

(COACHING / SELLING STYLE)
GENERAL INSTRUCTIONS FOR THE SUPERVISOR (Continuation on the First Office Situation)

After one year, you have not given your technical employee additional tasks/assignments other than
encoding.

Lately, you have noticed that his/her outputs are not as satisfactory as before. She/he often commits more
errors or fails to meet agreed upon deadlines. You have also noticed that his/her enthusiasm or interest in
work seems to be declining. You decided to talk to her to find out the reasons for her satisfactory
performance.

ROLE PLAYING FOR SITUATIONAL LEADERSHIP

(SUPPORTING / ENCOURAGING STYLE)
GENERAL INSTRUCTIONS FOR THE SUPERVISOR

You are a division chief who is recently granted a scholarship for one year. You are very happy and excited.
You look forward to your departure to Canada.

You have recommended your assistant chief to be the OIC of your division. You believe he/she has the
qualification and experience necessary for the position. He/she is a very dedicated person and truly
deserves a break.

Since the office order for your assistant has already been approved, you will call him/her in your office to
give him/her the office order. You will tell him/her that he/she will assume the OIC position effective
immediately,

In your meeting, you will sense that your assistant chief feels apprehensive about her new assignment.
She is full of self-doubts and fears.

You will assure him/her that he/she is the most qualified and capable to be the OIC. You will also express
your full confidence in him/her. You will also tell your assistant that he/she has the acceptance and support
of the other division chief’s employees and management as well.

ROLE PLAYING FOR SITUATIONAL LEADERSHIP

(DELEGATING / EMPOWERING STYLE)
GENERAL INSTRUCTIONS FOR THE SUPERVISOR

You are the supervisor of self-initiated, efficient and effective employee. This employee can deliver outputs
with or without your supervision. You requested him/her to prepare a work and financial plan for your
division.

You just tell that you need the paper on your table tomorrow for your signature. You will tell him/her to put
all the projects and activities in the work plan that you think is necessary.
 ROLE PLAYING FOR SITUATIONAL LEADERSHIP
(DIRECTING / STRUCTURING STYLE)
GENERAL INSTRUCTIONS FOR THE NEW EMPLOYEE (Or Newly Transferred Employee)

You are technical staff. You have just been transferred to a newly created division.

You are excited because you have been told that this is a challenging assignment with plenty of room for
career advancement

On your first day, your supervisor asked you if you are familiar or adept with computers. Not wanting to
disappoint him/her and driven the need to create a good impression, you answer in the affirmative. The
fact is you have just started to learn Microsoft Word and have never worked in a Windows environment.

On the third day, your supervisor assigns you to do several Reports. He/ she instructs to use Microsoft
Word or Microsoft Excel. Not being familiar with these software’s you decided to approach him/her for help.

ROLE PLAYING FOR SITUATIONAL LEADERSHIP

(COACHING / SELLING STYLE)
GENERAL INSTRUCTIONS FOR THE NEW EMPLOYEE (Or Newly Transferred Employee)
(Continuation on the First Office Situation)

After one year of doing what you feel is “high quality” clerical work, you feel bored. You find your job
unchallenging. It was not at all what you expected it to be. You feel you are at a dead-end, with no hope
of even getting back into the technical tract you feel you are more than qualified for. You do not care
anymore about surpassing standards you usually used to do.

You are hoping your supervisor will talk to you so you can tell your supervisor just how demotivated,
unchallenged and unhappy you are with your present work assignment.

ROLE PLAYING FOR SITUATIONAL LEADERSHIP

(SUPPORTING / ENCOURAGING STYLE)
GENERAL INSTRUCTIONS FOR THE EMPLOYEE

You are an assistant division chief and hence, you are second in command in your division. Your division
chief recommended you to be the OIC in your division. He/she was granted a scholarship in Canada for
one year, hence, the recommendation.

You are apprehensive of your new assignment. You feel you cannot perform the tasks of a division chief
because some of your officemates are much older than you. You are also afraid to disappoint your division
chief whom you know has a lot of confidence in you. You worry that you may fail to live up to the
requirements of the job and in the process jeopardize your own career. You need the encouragement and
assurance from your supervisor that you can effectively handle and manage your division.

ROLE PLAYING FOR SITUATIONAL LEADERSHIP

(DELEGATING / EMPOWERING STYLE)
GENERAL INSTRUCTIONS FOR THE EMPLOYEE

You are a self-initiated, dedicated and committed employee. You regard your work as your own
achievement. You are requested by your supervisor to prepare a work and financial plan for your division.
He/she completely delegated to you to decide what plans and programs are needed for the division. He/she
told you to finish and submit the work plan the next day for his/her signature.

You tried to make some clarifications regarding some plans and projects. However, your supervisor gave
you the authority to put what you think are necessary for your division.