Situational Leadership

Paper Summary:

This paper is written from the perspective of a manager at a company and describes the manager's intended approach for making a qualified but lazy employee perform at a higher level. The paper explains that the manager believes that the employee is genuinely capable but lacks enthusiasm for the job and that it is the manager's goal to foster the employee's enthusiasm and motivation. Towards that end, the paper then describes what type of situational leadership style the manager intends to adopt in order to bring out these qualities in the employee.

From the Paper:

"And I understand that it is a leader's job to make sure that everyone in his team understands their responsibilities and has the right amount of directions to help him carry out all related tasks. I want him to see that his inclusion in the team is really important and that we need his expertise. By making him feel important and as a valuable part of the team, I hope we can bring some significant changes in his attitude. Lassey and Sashkin (1983) in the book, "Leadership and Social Change" explain, "Individuals seem to perform most productively and contentedly when they are treated as integrated human beings, as individuals who want to accomplish specific goals while maintaining social and psychological balance in the process" (p. 1). Similarly Kouzes and Posner (1987) agree saying that, "In getting extraordinary things done in organizations, everyone is important, not just the leader" (p. 133)."

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• Analytical Essay # 145338 : "Situational Leadership - Jeanne Lewis Case"
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