Leadership Strategy to Regain Confidence

This information is publicly known and the national news will highlight the incident. The situation has become a crisis and a section leader Strain Lower, must develop a leadership strategy to address all facets of it. This crisis will challenge her leadership experience and training. As leader Strain has a responsibility to account, supervise, motivate, counsel, and ensure employees are productive at the workplace. There are many theories of leadership she can employ to assist with developing a strategy to address this crisis.

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Before the situation occurred the organization required its leaders to perform self-evaluations of their leadership characteristics to help them identify their leadership strengths and weaknesses. Strain’s leadership style is balance between people-oriented and task-orientation (Prefer & Jones, 1974). The best leaders can balance people orientation and task to various situations. Strain establishes goals and makes plans to help achieve those goals (Prefer & Jones, 1974). She is very proactive and most productive during the mid-day.

She takes action to influence her environment and perseveres until she sees a change. Skating job satisfaction is high and she likes the company. Her manners are proper and a happy person but she does not like open-minded people who constantly has new ideas on how thing should run. Strain’s social skills are very good she has demonstrated the skills and competencies necessary to influence her personnel’s abilities to cope with the situational pressures and demands at the job (Prefer & Jones, 1974).

Her emotional abilities include evaluating, perceiving, expressing, and regulating her emotions and feelings. As a diverse optimist she occasionally has problems trusting some of her coworkers and personnel even though she is the type others can trust. An area she could improve is her disciplining skills but her team building and leading skills are in the top quartile. She is exceptionally strong at encouraging and gaining team trust. Organizations hire and promote personnel to the position of leadership to supervise personnel performing tasks for organizations.

There are people who naturally possess the attributes required to perform as leaders but a person can receive training on how to become a leader. Leader characteristics are different from manager characteristics. Leaders are innovators who focus on the mission and people. Leaders inspire trust and ask questions like what and why. They are originators, developers, challengers, and have a long-range perspective about heir responsibilities. Leaders are their own persons and they inspire to do the right things. Organizations look to their leaders for many decisions.

Neutralizes like inflexibility and low position power make it impossible for leader behavior to make any difference to follower outcomes. Unfortunately, most organizations use gender as the basis for most decisions. (Hale, 1996). The injury consumers received from products sold by the company has affected the organization employees as well as the management. Employees of the company are feeling the pressure and disappointment from the consumers and the public. The pride ND confidence they have in their organization is in a critical moment.

They are in need of leadership to the extent that they would desire leaders to guide them toward individual, group, and or organizational goals that would remedy this situation. A follower characteristic is the need for leadership and the situation a follower finds him or herself in an organization (Synchs, Akron, & Moors, 2008). Organizations should not overestimate the importance of the effects of follower characteristics on the perception of leadership. Follower’s expectations are for the organization to provide a productive and safe working environment ND lead them daily.

They expect leaders to show concern about their well- being. The organization can improve feedback to leaders and help them evaluate the effects of their leadership by knowing what shapes the follower’s perception. When leaders show a positive attitude about a mission or project, workers show an increased desire to perform and reach the goal. Strain’s considerate characteristics rates positive and employees respond positively to her leadership as she attempts to help employees regain their confidence in the organization the employees.

Negative impressions of the workplace an create counter productivity among employees. As a leader Strain wants to restore normalcy to the workplace and decrease the chance for workplace deviance. Deviance occurs when employees act out in defiance to situations they do not approve of (Hastings S, Finnegan J. 2011 p 690. ). Strain knows the organization’s success depends on employees producing goods and services, motivation, and consumer loyalty toward the products. Situations of this nature challenge the belief employees have in the leadership of an organization.

The situation lowers morale, affects loyalty and could result in the loss of good employees. Contingency models developed by Fiddler for effective leadership are necessary tools to assist leader who needs to find the right leadership style in challenging situations (Yuk, 2010). Rules, policies and standards help to minimize potential problems, guide employee’s behavior, and reward them for meeting goals. Leaders need empowerment to overcome nonproductive situations that lead to a negative image of an organization.

Strain must consult with the organizations public relations officer for information on what to the employees should handle the media attention. Leaders have the challenge to know when to empower personnel to work through situations that arise while performing tasks. Contingency models developed by Fiddler for effective leadership are challenging situations (Yuk, 2010). The organization required leaders to take the DISC Platinum Rule Behavioral Style Assessment to increase their productivity and help them make more use of their natural strengths.

The DISC Platinum Rule has four primary behavioral styles; the dominance style, the interactive style, the steadiness style, and the cautious style (Alexandra & O’Connor, 1996). The assessment identified Strain’s behavioral style as the cautious behavioral style. People generally develop their behavioral style early in their childhood as a result of genetics and early life experiences (Alexandra & O’Connor, 1996). Strain is a good listener who asks many questions. She has an eye for detail but run the risk of missing the big picture.

Her strengths are detail and accuracy, follow-through, dependability, and organization but she is a cautious, slow, and deliberate decision-maker. The results also show she is skeptical and like to see things in writing. The multiple-linkage model is a group performance model explaining leadership effectiveness using six intervening variables compared to the ALP contingency model helps leaders with moderating influence with three situational variables of the leadership between a leader trait (ALP) and subordinate performance (Yuk, 2010).

Both models address situational variables but the ALP contingency model does not address intervening variables used to determine the effectiveness of a group or organizational subunit. The multiple- linkage model does not specify how different types of leader behavior interact tit each other and the effects on intervening variables. The multiple-linkage model addresses leader behavior as the ALP contingency model addresses leader traits. The model that best fits this situation is the ALP contingency model because of its focus on leader member relations.

If this situation affected the organization’s operations and production output the multiple-linkage model would be the choice. The multiple-linkage model does not focus on leader traits. Adaptive leadership will assist Strain with a positive end state to the organization’s current situation. Two leadership theories Strain can SE for this situation are the path-goal theory and the situational leadership theory. The path-goal theory examines how the leader’s behavior influences personnel.

Strain’s ability to motivate can influence the perception of the employees to the point they realize the consequences of their efforts. Aspects of the situation will determine the optimal level of each type of leadership style. Supportive, directive, participative, and achievement-oriented leadership are leader behaviors that can assist Strain in leading employees through the current situation. The situational leadership theory will also help in this situation cause it focuses on the leader behavior in relation to tasks and building relations with the employees.

This theory compliments Strain’s leadership style and recommends providing close supervision and developmental intervention designed to bring maturity back to the former level prior to the situation. By helping her enhance inexperienced subordinates with her experience and maturity. In this situation are casual, intervening, end-result and situational moderator. The transformational leader may also influence followers’ perceptions of his or her role by giving the necessary information required to org towards the shared vision.