situational leadership approach case study critical thinking file attached with all details
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Important Pointers:
? Be 4-5 pages in length (double-spaced), which does not include the title and reference pages, which are never a part of the content minimum requirements.?
? Use Saudi Electronic University academic writing standards and APA 7th edition style guidelines.
? Support your submission with course material concepts, principles, and theories from the textbook and at least three current, scholarly, peer-reviewed journal articles. Current articles are those published in the last five years.
? Includes all of the required components, as specified in the assignment
? Demonstrates substantial and extensive knowledge of the materials, with no errors or major omissions.
? Provides strong thought, insight, and analysis of concepts and applications
? Sources go above and beyond required criteria and are well chosen to provide effective substance and perspectives on the issue under examination
? Project is clearly organized, well written, and in proper format as outlined in the assignment. Strong sentence and paragraph structure, contains no errors in grammar, spelling APA 7th edition style, or APA 7th edition citations and references.
The Case Study
You are the HR manager of a hospital and have noticed that performance has become lower among a few employees after COVID-19. Although the organization has made changes to make sure employees feel safe and can do their work, some employees are still not responding as expected.?
Dr. Hassan who has been at the hospital for twenty years used to be one of the most engaged and motivated employees at the hospital. He was the first to arrive and the last to leave. He usually worked extra time when needed. He was attentive and communicative but now he seems distant. During the last few months Dr. Hassan has been absent at least twice a week.?
Kareem, who has been with the hospital for five years and works as the director of the finance department, was always enthusiastic and encouraged his employees to become better. Since the pandemic started, Kareem has become hostile to employees and peers. He is constantly arguing about excessive expenses and blaming the nursing department for not caring about the organization?s success.?
Amal, who is the director of the nursing department, has worked with the hospital for three years. She was a very kind employee and nurse. She enjoyed helping others and was very proud of the job she did. During the last six months, specifically, Amal has been moody and irritable. She evades employees and patients and when she must face them, she mistreats them and then blames them for her behavior saying they are the ones mistreating her.
Using a situational leadership approach, answer the following:
1. How can a situational leadership approach help you change behaviors and enhance performance??
2. Explain potential reasons for the behavior of the three employees and how these behaviors might impact the workplace culture.
3. Select one of the employees and explain what leadership styles you could utilize to address the employee?s behavior. ?
Title of Your Paper is Needed Here Comment by Vanessa Claus: Restate the title of your paper here, please. Comment by Vanessa Claus: NOTE: This is what an Introduction must include-
Academic essays should begin with an introduction, but do not begin your paper with an ?Introduction? heading. The introduction will provide readers with the context necessary for understanding your argument and the body of your paper. When composing the introduction, think about what context or background information the reader would benefit from knowing. Once your context is established, transition from that context into your thesis statement. The thesis statement generally comes at the end of your introduction and usually consists of a few sentences that sum up the argument for your paper overall. Thesis statements should also provide a roadmap for the reader so that they can navigate through the ideas present in the rest of your paper.
In this section, you need to introduce your readers to details about your paper. As you have read, in the Critical Thinking Assignment directions, there are various issues at the hospital concerning the performance of Dr. Hassan, Kareem, and Amal. Therefore, for this introductory paragraph/section, you should provide information about the scenario (briefly) and then discuss details about situational leadership.
As with all introductions, you should introduce your readers to the content discussed in your paper (specifically focusing on the three assignment requirements). For example, you could write, ?Throughout this paper, the following topics will be explored: _________.? Use in-text citations to support your points, please. Additionally, please ensure that you include a well-written and well-developed thesis statement.
Situational Leadership Comment by Vanessa Claus: Note: Headers are useful for organizing your paper. Level 1 headers are used with broad or general topics in your paper. Depending on the topic, length, and genre of your assignment, you might use only Level 1 headers. Level 1 headers should be bolded and centered. The longer and more complex your argument is, the more you might benefit from using Level 2 and Level 3 headers. Level 2 headers should be bolded and aligned with the left margin. Level 3 headers should be bolded, italicized, and aligned with the left margin. Level 4 and Level 5 headers exist, but they should only be used in manuscripts with many topics and subtopics. If you choose to use headers in your paper, you should have at least two sections for each level of header. For more information on how to use headings in your paper, see the APA Style website.
In this section, you need to provide details about the situational leadership approach. Although, in your introduction, you introduced your readers to the situational leadership approach, you need to provide more details about situational leadership. Specifically, please focus on how using the situational leadership approach can help modify behaviors and improve performance among the three employees. Remember to use in-text citations to support your points.
Situational Leadership and Changing Behaviors Comment by Vanessa Claus: To make the process of structuring your paper easier, consider breaking down the information about situational leadership into two subheadings.
Situational Leadership and Enhancing Performance
Behaviors Explained and the Impact of the Behaviors
As we know, every employee can impact an organization for better or for worse. Therefore, in this section, explain information about how the behaviors of the employees can impact the organization and detail information about why the employees might be displaying these behaviors (e.g., stressed out, feeling overworked, psychological issues, etc.). Consider breaking down the information offered into subheadings.
Dr. Hassan?s Behavior and its Impact
Kareem?s Behavior and its Impact
Amal?s Behavior and Its Impact
Addressing Employee Behavior
In this section, you need to select one employee and explain details about the employee?s behavior (reiterate important points noted in the section above). From there, you need to provide information about the leadership styles you believe could adequately address the employee?s behavior.
Example of Wording:
As noted in the section above, _____ has demonstrated the following behavior: _______. This behavior is problematic because ____why___ (CITE). Given the information presented about ____?s behavior, it is recommended that the _______ leadership approach be utilized in combination with the ______ leadership approach. According to Author (Year), when individuals demonstrate ______ behavior, the _____ approach is helpful because ____why____.
Conclusion Comment by Vanessa Claus: Note: The last section or paragraph of your paper should be the conclusion. If you are using headers in your paper, use a ?Conclusion? heading. A conclusion should reiterate the major points of your argument. To do this, think about developing your thesis by adding more detail or by retracing the steps of your argument. You can recap major sections for the reader. You can also summarize the primary supporting points or evidence you discussed in the paper. The conclusion should not introduce any new information in order to avoid confusing the reader. To end the paper, think about what you want your reader to do with all the information you just presented. Explain what logical next steps might be taken in order to learn more about this topic. Use the conclusion to establish the significance and importance of your work, motivate others to build on what you have done in this paper, and encourage the reader to explore new ideas or reach other conclusions.
In your conclusion paragraph, you should summarize what was explored throughout your paper. This conclusion paragraph should offer a recap of the major sections/headings explored in your paper. For more information about how to create a strong conclusion paragraph, please click on the Track Change comment (to your right).
References (APA 7th edition style)
Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). SAGE Publications Inc.
Chapter 2: Trait Approach
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (1 of 17)
Leadership trait research became common in the 20th century.
Originally focused on ?great man? theories.
Stogdill reviewed the literature on leadership traits in both 1948 and 1974.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
Leadership trait research was common in the early 20th century.
Typically researched ?great man? theories, which focused on identifying innate qualities and characteristics of social, political, and military leaders.
Prevalent belief that only ?great? people possessed these traits, and they were inborn rather than developed.
In the mid-20th century, Stogdill reviewed the literature and suggested than no consistent set of traits differentiated leaders across various situations.
Those with leadership traits might be a leader in one situation, but not another.
Leadership is not a quality, but a relationship between people in a social situation.
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (2 of 17)
Did not decrease modern interest in the trait approach.
Interest after the election of Obama.
Jung and Sosik (2006) found charismatic leaders qualities
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
This did not decrease researchers? interest in the trait approach in modern times.
Due to the charismatic persona of President Barack Obama, much research has been done on visionaries and charismatic leaders.
Jung and Sosik (2006) found charismatic leaders are:
Self-monitors.
Engaged in impression management.
Motivated to attain social power.
Motivated to achieve self-actualization.
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (3 of 17)
Stogdill?s 1948 literature review found these differences between leaders and group-members:
Intelligence.
Alertness.
Insight.
Responsibility. (cont.)
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
Stogdill?s multiple analyses of literature on the subject provide a good overview of the trait approach.
His first survey identified leadership traits related to how individuals in various groups became leaders.
Asserted that individuals do not become leaders just because of certain personality traits; the traits must be relevant to the leadership situations.
Leadership is not a passive state and grows from the working relationship between leaders and group members.
According to Stogdill?s first literature review, average individuals in leadership roles are different from the average group member in eight key ways:
Intelligence.
Alertness.
Insight.
Responsibility.
Initiative.
Persistence.
Self-confidence.
Sociability.
4
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (4 of 17)
Initiative.
Persistence.
Self-confidence.
Sociability.
5
2.1: Describe the history of the trait approach and how it plays a role in the leadership process
Stogdill?s multiple analyses of literature on the subject provide a good overview of the trait approach.
His first survey identified leadership traits related to how individuals in various groups became leaders.
Asserted that individuals do not become leaders just because of certain personality traits; the traits must be relevant to the leadership situations.
Leadership is not a passive state and grows from the working relationship between leaders and group members.
According to Stogdill?s first literature review, average individuals in leadership roles are different from the average group member in eight key ways:
Intelligence.
Alertness.
Insight.
Responsibility.
Initiative.
Persistence.
Self-confidence.
Sociability.
5
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (5 of 17)
Stogdill?s 1974 literature review found these differences between leaders and group-members:
Drive for responsibility/task completion.
Vigor/persistence.
Risk-taking/originality.
Socially initiative. (cont.)
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
Stogdill?s second literature review took a more balanced approach, asserting that leadership is determined by both traits and situational factors. 10 traits positively associated with leadership were:
Drive for responsibility and task completion.
Vigor and persistence in pursuit of goals.
Risk-taking and originality in problem-solving.
Drive to exercise initiative in social situations.
Self-confidence and sense of personal identity.
Willingness to accept consequences of decision and action.
Readiness to absorb interpersonal stress.
Willingness to tolerate frustration and delay.
Ability to influence other people?s behavior.
Capacity to structure social interaction systems to the purpose at hand.
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (6 of 17)
Self-confidence/personal identity.
Accepts consequences.
Absorbs interpersonal stress.
Tolerates frustration/delay.
Influences others.
Structures social interaction systems.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
Stogdill?s second literature review took a more balanced approach, asserting that leadership is determined by both traits and situational factors. 10 traits positively associated with leadership were:
Drive for responsibility and task completion.
Vigor and persistence in pursuit of goals.
Risk-taking and originality in problem-solving.
Drive to exercise initiative in social situations.
Self-confidence and sense of personal identity.
Willingness to accept consequences of decision and action.
Readiness to absorb interpersonal stress.
Willingness to tolerate frustration and delay.
Ability to influence other people?s behavior.
Capacity to structure social interaction systems to the purpose at hand.
7
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (7 of 17)
Mann?s 1959 study found these qualities in powerful leaders:
Intelligence.
Masculinity.
Adjustment.
Dominance.
Extraversion.
Conservatism.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
Lord et al. (1986) meta-analysis of Mann?s traits: Significantly related to the perception of leadership: intelligence, dominance, and masculinity.
Found that intelligence, masculinity, and dominance were significantly related to how individuals perceived leaders.
Both the Mann and Lord et al. studies were conducted during periods where male leadership was overwhelmingly prevalent, so results may not be important factors anymore.
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (8 of 17)
Kirkpatrick and Locke?s (1991) six traits of leadership:
Drive.
Motivation.
Integrity.
Confidence.
Cognitive ability.
Task knowledge.
Authors believed these traits could be innate or acquired.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
9
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (9 of 17)
The 1990s saw a focus on social intelligence, a combination of:
Social awareness.
Social acumen.
Self-monitoring.
Responses informed by situational awareness.
Research typically converges on five leadership traits:
Intelligence.
Self-confidence.
Determination.
Integrity.
Sociability.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
The 1990s saw a focus on social intelligence, or the ability to understand one?s own and others? feelings, behaviors, and thoughts and act appropriately.
Component skills:
Social awareness.
Social acumen.
Self-monitoring.
Ability to select and enact the best response given the contingencies of the situation and environment.
These capacities were empirically shown to be key traits for effective leaders.
Research generally converges on five leadership traits: intelligence, self-confidence, determination, integrity, and sociability.
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (10 of 17)
Intelligence
Leaders tend towards higher IQs.
Strong verbal, perceptual, and reasoning abilities.
Optimally, leaders should be just over 1 standard deviation of IQ above followers.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
Leaders tend to have a somewhat higher IQ than non-leaders. Too much higher, and it has a counterproductive impact on leadership as barriers to communication and understanding arise.
Strong verbal, perceptual, and reasoning abilities appear to make better leaders.
Optimal deviation in IQ is a little more than one standard deviation from the mean IQ of the group membership. As IQ increases beyond that point, perceived quality of leadership declines.
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (11 of 17)
Self-Confidence
The ability to be certain about one?s competencies and skills.
Influencing followers is easier when one feels:
High self-esteem.
High self-assurance.
The belief that one can make a difference.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (12 of 17)
Determination
The desire to get the job done.
Leaders are assertive, proactive, and dedicated.
Component characteristics:
Initiative.
Persistence.
Dominance.
Drive.
?Grit,? which influences recovery from setbacks.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
?Grit? or the degree of perseverance toward goal attainment influences recovery from setbacks
13
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (13 of 17)
Integrity
Honesty and trustworthiness.
Highly principled and accept responsibility.
Loyal and dependable.
Followers trust a leader with integrity to deliver on their promises.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (14 of 17)
Sociability
Inclination to seek out pleasant social relationships.
Friendly and outgoing.
Tactful, diplomatic, and courteous.
Sensitive to others? needs.
Good interpersonal skills.
Forge cooperative relationships with followers.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
15
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (15 of 17)
Five-Factor Personality Model and Leadership
Research indicates the ?Big 5? personality traits:
Extraversion (surgency).
Conscientiousness.
Openness (intellect).
Neuroticism.
Agreeableness.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
Extraversion (surgency): the trait most strongly associated with leaders.
Conscientiousness: highest correlation with overall job performance, task performance, organizational citizenship behavior, and a negative correlation with counterproductive work behavior.
Openness (intellect)
Neuroticism: low neuroticism is positively associated with leadership.
Agreeableness: has only a weak association to leadership.
?OCEAN? acronym.
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (16 of 17)
Strengths and Leadership
Everyone has strengths or talents.
Good leaders leverage their own strengths as well as those of their followers.
Character strengths and virtues can improve leaders/leadership.
Integrity is the primary contributor to differences in executive performance.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
Strengths and Leadership
Central idea: everyone has special talents, and good leaders recognize and capitalize on their own strengths and the strengths of their followers as well.
Strength: an attribute or quality of an individual that accounts for successful performance; some define it as the ability to consistently demonstrate exceptional work.
Character strengths and virtues can be used to improve leaders and leadership.
Leaders with high self-control, honesty/humility, empathy, and moral courage have better ethical leadership, psychological functioning, and role performance (Sosik et al., 2019).
Integrity contributes the most to explaining differences in executive performance (Sosik, Gentry, and Chun, 2012).
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Description (17 of 17)
Emotional Intelligence
Emotional intelligence is the interplay of:
The affective domain: emotions.
The cognitive domain: thoughts.
Components of emotional intelligence:
Perceiving and expressing emotion.
Using emotion to facilitate thinking.
Understanding and reasoning with emotions.
Managing emotions in oneself and relationships.
Not a fixed characteristic; can be trained.
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2.1: Describe the history of the trait approach and how it plays a role in the leadership process
Emotional Intelligence
The interplay between emotions, or the affective domain, and thinking, or the cognitive domain.
Understanding emotions and applying this understanding to life?s tasks.
Most specifically, the ability to perceive and express emotions, to use emotions to facilitate thinking, to understand and reason with emotions, and to effectively manage emotions within oneself and in relationships.
Emotional intelligence is not a fixed characteristic; it can be improved through training.
Leaders trained in emotional intelligence are less stressed, more moral, and more civil.
Goleman and Boyatzis suggest four aspects: Self-awareness, self-management, social awareness, and relationship management.
FedEx?s emotional intelligence training program encourages managers to: ?Know Yourself,? ?Choose Yourself,? and ?Give Yourself.? This has improved competencies.
The United States Army used a brief internet training program in emotional intelligence which improved servicemembers? emotional flexibility, adaptability, and coping skills.
Emotional intelligence is not yet mainstream in leadership research, but appears to play a role in the leadership process.
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Author, Title and Edition. ? SAGE Publications, 2018.
How Does the Trait Approach Work?
Focuses exclusively on the leader.
Leader?s traits are central.
Designated leadership profiles.
Traits assessments for personal development
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2.2: Explain how the trait approach works
This approach differs from other because it focuses exclusively on the leader, not on the follower.
In this approach, it is essential for a leader to have a certain set of traits in order to be effective. Therefore, the leader?s traits are central to this approach.
It is common for organizations to use trait assessment instruments in order to find leaders that fit their leadership profiles. Different assessments can be used to determine if an individual fits their leadership profile. By using these assessments, leaders can assess their strengths and weaknesses and work to improve.
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Strengths
Intuitively appealing.
Extensive body of research.
Benchmarks for growth.
Helps organizations identify and train leaders.
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2.3 Discuss the strengths of the traits approach
Strengths
Intuitive appeal: society already tends to push the premise that leaders are a special kind of people who do extraordinary things.
Extensive body of research.
Benchmarks to develop or cultivate leadership traits.
Helps organizations identify leaders and train potential leaders.
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Criticisms
No definitive list of traits.
Does not consider situational influences.
Highly subjective determinations of the most important leadership traits.
Hasn?t connected traits to specific leadership outcomes.
Limited usefulness for training and development.
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2.4 Discuss the weaknesses of the traits approach
Criticisms
Fails to delimit a definitive list of traits.
Fails to take the influence of the situation on leadership into account.
Research has resulted in highly subjective determinations of the most important leadership traits.
Most apparent in the wide range of opinions in self-help, practice-oriented management books.
Fails to look at traits in relationship to leadership outcomes.
Specific traits link to leader emergence, but not with other outcomes like productivity.
Limited usefulness for leadership training and development.
Traits appear to be largely fixed psychological structures.
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Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Application
Provides direction for personal development.
Helps managers to:
Assess their current role in an organization.
Determine their leadership strengths.
Develop ways of strengthening their position within the organization.
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2.5 Explain how you can use information from the traits approach to strengthen your leadership position
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Chapter 1: Introduction
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
Introduction (1 of 2)
Corporations want unique leaders.
Research supports various leadership approaches.
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
2
Introduction
Corporations seek leaders who can bring special assets to their organizations (thus improving the bottom line.)
Leadership studies programs even exist at the master?s and doctoral levels.
There are a variety of leadership approaches supported by research.
2
Introduction (2 of 2)
Four ways to view leadership.
Leadership defined.
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
3
Introduction
These approaches may see leadership as:
A personality trait.
A behavior.
An information-processing perspective.
A relational standpoint.
Leadership is a complex process with multiple dimensions.
3
Leadership Defined (1 of 6)
Subjective definition of leadership.
No consensus.
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
4
1-1 Describe the way the definition of ?leadership? has evolved.
Leadership Defined
Leadership has a subjective definition that each individual intuitively defines for themselves.
Has resulted in a distinct lack of consensus.
4
Leadership Defined (2 of 6)
Ways of Conceptualizing Leadership (1 of 2).
Focus of group processes.
Personality perspective.
Act (behavior) perspective.
Northouse, Leadership, 9th edition. ? SAGE Publications, 2021.
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