Question 1
Jim used the first leadership style under the situational theory of high directive-low supportive. In the leadership style, the manager addresses goal achievement and communication levels. However, he or she allocates minimal time in developing supportive behaviors amongst the employees. The leader attempts to outline instructions concerning how and what his or her subordinates should do and then supervises them (Thompson and Vechio, 2009). Jim formulated a training program for the workers in the pharmaceutical company. Unfortunately, while developing the initiative, he did not take into consideration the interests, motives, and goals of the employees. Even though the training program sought to enhance management and communication skills amongst the workers, they were not motivated or interested in taking part in the seminar because they knew it would be of no help just like the many others they had attended before. Jim thus inflicted his instructions or directives on the employees but did not support their behaviors.
Question 2
Based on the fact that the individuals are managers and have been to seminars such as the one instituted by Jim, the persons should be ranked in the second developmental level. Developmental levels assist in identifying whether employees have garnered the appropriate skills to attain organizational objectives and if they have the right attitude for the job (Blanchard, Zigarmi, and Zigarmi, 2013). In Jim’s case, the managers were tired of attending the seminars. They only went because it was a requirement. Out of the 25 managers in the pharmaceutical company, 15 came in for the training program. Most of them left in the afternoon to attend to their respective jobs. One of the managers even mentioned, “Another fancy seminar from which we will gain nothing.” The aspect portrays that the followers (managers) are competent but have insignificant levels of commitment because no one listens to what they have to say.
Question 3
Jim is at a loss because of the low motivational levels amongst the managers regarding the attendance of the training program. Firstly, Jim must change his situational leadership style from high directive-low supportive to high directive-high supportive. In the high directive-high supportive, managers focus on communication and goal achievement while meeting the socio-emotional requirements of the followers (Blanchard, Zigarmi, and Zigarmi, 2013). The managers in the pharmaceutical company were simply not interested in attending the seminar because they would not gain anything from it. Jim should have a sitting with the managers to identify what they want or hope to achieve. By doing so, he will have a clearer picture of the changes that should be made for the training program to be successful. He will also increase the managers’ attendance and participation in the seminar consequentially attaining the goals of the organization in the long-run.
Question 4
Jim can implement several changes for the seminar to attract the managers in the pharmaceutical industry. Firstly, he should incorporate their perspectives in the training programs by using the high directive-high supportive leadership style. The move will require Jim to acquire as much information from the managers as possible through meetings, questionnaires, and interviews. The data Jim obtains will enable him to identify the challenges or loopholes within the training programs and make necessary changes (Thompson and Vechio, 2009). Additionally, the leadership style will ensure that the managers and employees in the pharmaceutical company remain motivated throughout the training programs. Changes should never be treated as a one person show. They need the efforts and interests of all parties involved in the change implementation and decision-making processes (Blanchard, Zigarmi, and Zigarmi, 2013). Jim can also transform his solicitation and presentation techniques by putting restrictions on the participation and attendance of the training programs. Sometimes followers just need a little nudge to do something.
References
Blanchard K., Zigarmi P., and Zigarmi D. (2013). Leadership and One Minute Manager: Increasing Effectiveness Through Situational Leadership. New York: William Morrow.
Thompson G. and Vechio R. (2009). Situational Leadership Theory: A Test of Three Version. Leadership Quarterly, 20, 837-848.
