1. According to the SLII® model (see Figure 5.1), what style of leadership is Jim using to run the seminars?
2. At what level are the managers?
3. From a leadership perspective, what is Jim doing wrong?
4. What specific changes could Jim implement to improve the seminars?
Jim is a training specialist who designed a 6-week training program on listening and communications skills for his company. He offered the program to mid-level managers, most of whom had attended numerous training programs in the past and had advanced degrees. These managers do not like training.
Jim recognized that the managers were experienced and put few restrictions on them in terms of attendance or participation. He actively solicited involvement from them in the group and was always friendly.
By the third session, only 15 of the 25 original participants returned, and many began coming very late. Jim was certain the sessions were innovative and substantive and unsure how to proceed. He was particularly frustrated because his goals were to not only teach communication skills but also create an enjoyable program so people would want to return to training in the future.
Jim seems to have done a number of things right: He developed an innovative program and did not micro-manage high-level employees. Unfortunately, he did not recognize that high-level employees often lack motivation. The situational approach would help Jim in this instance, because it would tell him to motivate these followers, which in turn may drive them to regularly attend the sessions on time.