Adapting to Changes and Situational Leadership - Assignment Example

Adapting to Changes-Situational LeadershipIntroductionFernandez, S., Cho, Y., & Perry, J. L. (2010). Exploring the link between integrated leadership and public sector performance. Leadership Quarterly, 21(2), 308-323, is the article that offers an integrated leadership concept employed in the public sectors. This concept combines five leadership roles employed by the HR managers and employees across the organization level. The authors offer an empirical analysis that reveal the way leadership creates a positive and sizeable effect on the performance in the public sector (Fernandez, Cho and Perry (2010).

The researcher further delivered some of the insinuations, findings and study limitations of integrated leadership roles in the public subdivision.Strengths and Limitations of Situational LeadershipOne of the strengths presented in the article is increased morale due to better communication whereby the leader needs to constantly remain aware of the needs of his followers. Pauliene (2012) argues that’s successful leaders should examine the ability of employees and communicate effectively. This can enable the leaders to lead the followers successfully; hence enabling them to perform their task effectively.

Secondly, situational leaders should develop a positive and sizeable effect on the performance level of the federal agencies; hence achieving success (Fernandez, Cho and Perry, 2010). However, situation leadership creates confusion; thus it is likely to impact the work performance. Lastly, leaders might lose credibility and trustworthiness by their followers; hence poor work performance in the public sectors.Application of Hersey and Blanchard Model of Situational leadershipOne of the example of that applies to situation leadership is an example of a director that was working in one the HR department in one of the clothes industry in U.S. The director was involved in a situation whereby he was about to leave for a holiday and his task was to be handled by an experienced assistant director.

The assistant was very familiar with his responsibilities; thus he was excited to perform the task. However, instead the director could trust the knowledge and skills of the assistant director; he decided to spend hours drafting detailed list of work tasks for the assistant director. Therefore, in this situation, the work will be done perfectly, but the director damages good relationship with the assistant director due to lack of trust and not being confidence towards the assistant director. Therefore, based on Hersey and Blanchard theories, the situation leadership applies to the above example of the director and his assistant.

This is because situational leadership according to Hersey and Blanchard focus on adapting managerial styles vital for meeting the distinct requirements in a given situation (Gong, Jia-Chi and Jiing-Lih (2009). Hersey and Blanchard suggested that people function differently including those who lack confidence, effective knowledge and skills; hence leaders depend largely on maturity of the followers (Yukl, 2012). Therefore, as far as the director was familiar to his responsibilities, he could have estimated the maturity of the assistant and coach him briefly; thus leave him to make decisions.

Leaders’ Response and Leadership Effectiveness Based on the Hersey and Blanchard ModeLeadership should adopt varied leadership theories which best suits the situations they encounter. This is because leadership competence that may work effectively in one given situation may fail to work well in another situation. In other words, situation varies; thus leaders should adopt varied leadership styles that fit effectively a particular working environment. The Hersey and Blanchard model is built upon the concept of adulthood of the followers, as the main aspect that impact management roles.

Thus, Hersey and Blanchard model demands that the followers should have the ability and confidence to perform task in a given situation; thus leaders should be aware of such to avoid conflicts.ReferencesGong, Y., Jia-Chi H., and Jiing-Lih F. (2009). "Employee Learning Orientation,Transformational Leadership, And Employee Creativity: The Mediating Role Of Employee Creative Self-Efficacy." Academy Of Management Journal 52, no. 4: 765-778.Fernandez, S., Cho, Y., & Perry, J. L. (2010). Exploring the link between integrated leadership and public sector performance.

Leadership Quarterly, 21(2), 308-323.Pauliene, R. (2012). Transforming Leadership Styles And Knowledge Sharing In A Multicultural Context. Business Management & Education, 10(1), 91-109. doi:10.3846/bme.2012.08Yukl, G. (2012). Effective Leadership Behavior: What We Know and What Questions NeedMore Attention. Academy Of Management Perspectives, 26(4), 66-85. doi:10.5465/amp.2012.0088