Options for question 1: guiding, supporting, delegating, or directing

In the leadership style, the leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making. Early in the 1980s, Ken Blanchard and his associates created the Situational Leadership II model. They felt that the first situational leadership model was evaluative, and they wanted to focus more on employee development and servant leadership. For that reason, the Situational Leadership II model talks about employee competence and commitment instead of ability and willingness. The model still matches four types of employees with four types of leadership, but now leaders are expected to be able to diagnose situations, act flexibly, and partner with employees for performance. 1. Enthusiastic beginners have low competence and high commitment. They are excited to learn but don't know what to do. These employees need a directing leader: someone who can train them on the best way to do the job. 2. Disillusioned learners have high competence and low commitment. They have learned a bit about how to do the job but have encountered some roadblocks along the way and are a little discouraged. These employees need a cosching or guiding leader: someone who can offer not only direction but also support. 3. Capable but cautious performers have moderate to high competence but variable commitment. These are people who can do the job. but they need a manager who offers support to reassure them. 4. Self-reliant achievers have high competence and high commitment. Managers should delegate work to these employees-they can handie it on their own. When trying to manage employees using Situational Leadership It, it is important to remember that the model is task specific-the same employee moy need different styles of management depending on his or her specific task. You are an experienced manager, and you fortunately have the ability to use all four managerial stylesi directing, coaching, supporting, and delegating. You are currentiy working at Delaware Ignition, an automotive ignition manufacturer. Your team consists of engineers who are very experienced, but most have gone through several rounds of layoffs in other jobs. They are nervous about how things might play out at Delaware Ignition, Your boss has given you 2 months to create a more efficient ignition coil. Based on situational Leadership II, what should you do? You should work closely with the engineers to schedule their work and create the new design. share your expertise freely. You should let the engineers handie the technical details on their own. Your job is to give them the resources they need to get the work done and to offer reassurance that things will be okay at Delaware Ignition. but they need a manager who offers support to reassure them. 4. Self-reliant achievers have high competence and high commitment. Managers should delegate work to these employees-they can handle it on their own. When trying to manage employees using Situational Leadership II, it is important to remember that the model is task specific-the same employee may need different styles of management depending on his or her specific tatk, You are an experienced manager, and you fortunately have the ablity to use all four managerial styles: directing, coaching, supporting, and delegating. You are currently working at Delaware Ignition, an automotive ignition manufacturer. Your team consists of engineers who are very experienced, but most have gone through several rounds of layoffs in other joos. They are nervous about how things might play out at Delaware Ignition, Your boss has given you 2 months to create a more efficient ignition coil. Based on Situational Leadership It, what should you do? You should work closely with the engineers to schedule their work and create the new design. Share your expertise freely: You should let the engineers handle the technical details on their own. Your job is to give them the resources they need to pet the work done and to offer reassurance that things will be okay at Delaware Ignition. You should allow the engineers to do the project on their own, since they have the experience. Tell them to report back to you when they have a working model. You should work closely with the engineers to schedule the project and then stay in contact so that you can frequently offer reasurance and support