Q1.According to DuBrin (2012), S4 leadership style requires a leader to use low relationship and low task behavior in response to followers who are able, willing, and confident to perform any task. When a leader has been dealing with a follower appropriately by using an S4 leadership style and the follower begins performing at performance readiness level R3, it means that the follower was still learning new tasks or the tasks provided were beyond his or her ability. The follower can also have the ability to do the task but is unwilling to do it. Readiness level 3 is where an employee can perform tasks on his or her own but is unwilling or insecure. The leader has to stop using S4 leadership style, which involves delegating and start using leadership style S3 immediately, which involves participation. The leader should provide low tasks and high relationship. This is characterized by the follower sharing decision making with the leader. The leader should focus on the performance of the follower and keep it private. This will provide the leader with time to determine the problem facing the follower and how to solve it. The leader can then communicate the problem to the follower, and if no changes are realized then the leader should take action (DuBrin, 2012).
Q2. DuBrin (2012) defines style range as the ability of an individual to match the different leadership styles with circumstances. Some leaders are limited to one basic style while others are able to modify their behavior to fit any of the four basic styles. Individuals with a wide style range have the potential of being effective leaders in numerous situations. Such leaders use appropriate leadership styles which is necessary for influencing others successfully.
Q3. Lead instrument is designed to help leaders gain insight into self-perception of their behavior. The lead self instrument was designed to measure self-perception of the leader’s behavior from the aspects of style range, style, and style adaptability and flexibility. The lead self instrument was designed as training instrument for leaders. Leaders tend to become comfortable using their primary style. Lead self instrument helps leaders learn to apply various leadership styles effectively. The leaders do not need ability, but the willingness to develop flexibility in all the four leadership styles. This helps leaders develop and discipline their followers appropriately and allow competent individuals the freedom to attain their full potential (Cecil & Rothwell, 2006).
References
Cecil, R. & Rothwell, W. (2006). Next generation management development: the complete guide and resource. New York, NY: John Wiley and Sons.
DuBrin, A. (2012). Leadership: research findings, practice, and skills (7th ed.). Mason, OH: Cengage Learning.
