Situational Approach

A. Because the group is at a low developmental stage (D1), they will need a high directive and supportive leader (S2). It is important at first for the leader to build a relationship and trust among the staff, and he/she will need to be clear about the tasks that need to be completed. The leader needs to have a positive attitude and encourage the group through struggles so that the subordinates become more motivated and confident in their work. By the end of training, Tyler’s staff should be developing a high commitment and high competence for the organization. B. It is important that the leader gives more of a directive behavior, because he has already been so supportive throughout training. The leader needs to make sure that he/she communicates to the staff what the tasks are that need to be completed. Because the leader has met subordinates social and emotional needs, it is important for them to also focus on achieving the organization’s goals. Tyler can help the team’s success by making the final decision by what and how the goal should be accomplished. C. Throughout the development of Tyler’s staff, he can anticipate them to need less direction and less support. Tyler can become more confident in their abilities to complete tasks and give them less direction. At this point, Tyler can move into the delegating stage of behavioral leadership. Using the delegating leadership style Tyler will be able to offer less task input and social support, facilitating staff confidence and motivation in reference to the task. D. Tyler will be able to determine if he is using the appropriate style based upon work completion and correction. If the staff is meeting expectations while still being motivated and encouraged it will show that the correct leadership style is being enforced. During staff meetings if there are few complaints, Tyler