Leadership situation 1
In this situation Clare’s actions were self-oriented as she knew she took on more responsibility than she could handle. Her self-centered attitude, behavior and decision were at the expense of the team. Clare should have broadened her perspective in regards to the team and the goals that needed to be met. It is clear that she had a few options and did not have to tackle this task alone. And because of her pride the project deadline was not met and her disregard to the timeline affected the entire team.
The manager should have had more of an Authoritarian style from the beginning of the task assignment considering time was of the essence. The manager should have provided Clare with clear expectations in regards to what needed to be done, and how it should be done. This was there would have been a clear division between the leader and the follower.
Leadership Theory 1 – Situational Leadership (Participative and Delegative) Situational leadership is a theory that looks at a group of people at four different degrees of maturity and how each degree should be approached and handled on a situational basis. This style requires the manager to consistently monitor the readiness level of his/her followers in order to determine the combination of tasks and relationship behaviors that is most appropriate. In this situation the project manager should have worked with Clare to formulate a plan, time schedule, and organize task in regards to priority being as though it is the project manager’s job to keep the project on track.
Quadrant four (Delegative) is the most advanced Maturity level where a person is able and willing. Clare is experienced and highly skilled; however she was over confident in the work load as well in completing the task. This type of person usually can adapt to change, in this
