Week 2 - Discussion 1Style approachMichael Hargrave 862013.docx

Week 2 - Discussion 1
Style approach
Michael Hargrave
8/6/2013 8:16:26 PM
Under the style approach there are several studies from
respected research facilities such as Ohio State, Michigan, and
Blake and Mouton. When you boil down the two predominate
leadership styles they basically all come to the same conclusion.
Leaders are a mix of production oriented and people oriented
tendencies. Some leader’s mange the production end of the
business better than the people leaders do. While neither is
considered bad in its own right, a superior leader needs to be
strong in both tendencies. Blake and Mouton’s Leadership Grid
uses a 9 square by 9 square grid that virtually any leader can
fall into. A person who is 9 by 9 is a superior leader in both sets
of the grid where a 1 by 1 would be poor with people and poor
with the people they lead. Most leaders fall into one extreme or
the other. People persons are more concerned with the
interpersonal relationships where the production leader is
concerned more with the task oriented approach of the business.
The production leader is the get stuff done guy/gal where the
people oriented leader is the relationship person.
“Unlike many of the other approaches discussed in the book, the
style approach is not a refined theory that provides a neatly
organized set of prescriptions for effective leadership behavior.
Rather the style approach provides a framework for assessing
leadership in a broad way, as behavior with a task and
relationship dimension.” (Northouse, P. pg. 83) Given that
analysis of the style approach the style approach consists of
assenting leaders in a way that while is scientific doesn’t appear
to be at its core. Assessing leadership traits and grouping them
into one dimension or the other and then combining them gives

a pure picture of what the leader is at their core. The true team
leader (9, 9) assembles all of the skills of a task master and a
people person into one body. Giving leaders an honest
assessment of where they are on the grid based on the
perceptions of their peers is a powerful tool.
Northouse, P. (2013). Leadership theory and practice (6th ed.).
Thousand Oaks, CA
Respond
RE: Style approach
Instructor Smith
8/9/2013 10:31:24 AM
Hello Micheal H.
Well stated, "Assessing leadership traits and grouping them into
one dimension or the other and then combining them gives a
pure picture of what the leader is at their core. The true team
leader (9, 9) assembles all of the skills of a task master and a
people person into one body. Giving leaders an honest
assessment of where they are on the grid based on the
perceptions of their peers is a powerful tool."
All the best,
Dr. Mel
Respond

RE: Style approach
John Neal
8/9/2013 4:25:27 PM
Style Approach
John Neal
8/7/2013 5:05:53 PM
Style Approach
Explain the style approach and two general kinds of behaviors.
What is the central purpose of the style approach?
The style approach emphasizes the leaders’ behavior in regards
to what they do and how they act. This also includes the
actions of the leader towards their subordinates. The two kinds
of behaviors which compose the style approach are task
behaviors and relationship behaviors. Task behaviors help
accomplish goals and objectives. Relationship behaviors help
subordinates become comfortable with each other and the
situation. Ultimately, the central purpose of the style approach
is to describe how leaders combine these behaviors to influence
the subordinates to reach a common goal (Northouse, 2013).
The text discusses other approaches. However, the style
approach provides a framework to assess leadership by telling
leaders how they behave as well as the components of their
behavior (Northouse, 2013). Leaders’ actions towards others
occurs at both the task level and the relationship level. The
style approach has several strengths and weaknesses. On a

positive note, it broadened the scope of leadership to include
characteristics of leaders rather than just their personal traits
and characteristics. It is also supported by a number of studies.
It underscores task and relationship behavior, and provides
abroad type of conceptual map which is useful for
understanding our own behaviors. On the negative side,
researchers have not been able to associate task and relationship
behaviors with outcomes such as morale, job satisfaction, and
productivity. No research of the style approach have been able
to determine a universal set of leadership behaviors that would
consistently result in effective leadership (Northouse, 2013).
Reference:
Thousand Oaks, CA: Sage Publications.
Respond
Week 2 Discussion 2
Robert Leighton
8/8/2013 12:09:16 PM
The style approach focuses exclusively on what leaders do and
how they act. The style approach expanded the study of
leadership to include the actions of leaders towards
subordinates in various contexts. Researchers studying the style
approach determined that leadership is composed of two general
kinds of behaviors: task behaviors and relationship behaviors
(Northouse, 2013, p. 75).

The style approach provides a framework for assessing
leadership in a broad way, as behavior with a task and
relationship dimensions. The style approach works not by
telling leaders how to behave, but by describing the major
components of their behavior (Northouse, 2013, p. 83).
Thousand Oaks, CA: Sage Publications. ISBN: 9781421974882.
Respond
RE: Week 2 Discussion 2
Robert Leighton
8/8/2013 12:10:01 PM
Post 1 Week 2
Carolina Torres
8/8/2013 1:12:29 PM
The difference between Style Approach and Trait approach is
that the trait approach, according to Northouse emphasizes on
the characteristic of the leader while the style approach focused
on the behavior of the leader. Even though they are different
they are both meant to get people to do what they need.
The leader is going to tailor their behaviors to meet specific
needs. If the leader is focused on completing a project then it is
going to portray a task behavior approach, while if their focused

on people, they while show a relationship approach.
When a person is completing a project they will be focused on
organizing employee schedules, creating a timeline, making
sure they have the proper staffing and that their budget is
appropriate, they are focused on the tasks.
The other type of behavior occurs when the leader “approach
subordinates with a strong human relations element. They take
interest in workers as human beings, value their individuality;
and give special attention to their personal needs” (Bowers &
Seashore, 1996). In this case the manager that is going to start
the project might take the employees for lunch, he might make
sure their schedules are good because they have to pick up a kid
from kindergarten, not necessary because of business needs.
The “County–Club manager” has “low concern for task
accomplishment coupled with a high concern for interpersonal
relationships” (Northouse, 2013). This is the person that walks
around the office socializing with people, while real work is
accumulating at their desk, this is not an efficient type of
management.
On the other hand we have th Authority-Compliance Manager
this person “ places heavy emphasis on task and job
requirements and less emphasis on people except to the extent
that people are tools for getting the job” (Northouse, 2013).
Working for this type of person is difficult because they are so
focus on the objective that tends to forget about the human
element.
Respond
RE: Post 1 Week 2

Instructor Smith
8/9/2013 10:34:17 AM
Hello Carolina,
Good us of examples to elaborate.. "The leader is going to tailor
their behaviors to meet specific needs. If the leader is focused
on completing a project then it is going to portray a task
behavior approach, while if their focused on people, they while
show a relationship approach.
When a person is completing a project they will be focused on
organizing employee schedules, creating a timeline, making
sure they have the proper staffing and that their budget is
appropriate, they are focused on the tasks".
Keep up the good work,
All the best,
Dr. Mel
Respond
RE: Post 1 Week 2
John Neal
8/9/2013 4:14:08 PM
Week 2

Matthias Burns
8/8/2013 1:51:33 PM
The Two General kinds of behaviors are task behaviors and
relationship behaviors. Task behavior is “task behaviors
facilitate goal accomplishments; they help the group members to
achieve their objectives”. (pg. 75)
The other kind of behavior is the relationship behaviors.
“Relationship behaviors help subordinate feel comfortable with
themselves, with each other, situation in which they find
themselves.” (pg. 75). The style approach emphasizes the
behavior of the leader. The distinguishes it from the trait
approach which emphasizes the personality characteristics of
the leader, and the skills approach… the style focuses
exclusively on what leaders do and how they act”(pg. 75).
Respond
Week 2, Discussion 1
Scott Richardson
8/8/2013 2:01:19 PM
The style approach focuses exclusively on what leaders do and
how they act which distinguishes it from previous leadership
styles we have studied, such as trait, and skills approach
(Chapters two and three (Northouse, 2013 p75). The style

approach expanded the study of leadership to include the
actions of leaders towards subordinates in various contexts.
This is interesting, especially to me because the way a leader
acts in emergency services needs to be consistent. A paramedic,
for example that is "attending" or managing the care of a patient
should act act and direct the actions of the crew using the same
demeanor and tone whether the call is a cardiac arrest or a
broken arm. Several researchers studying the style approach
determined that leadership is composed of two general kinds of
behaviors: task behaviors and relationship behaviors (Northouse
2013, p. 75).
The style approach is not a refined theory that provides an
organized way for leaders to act. This approach provides more
of a framework for assessing leadership in a broad sense. It
describes major components of how leaders act based on task
and relationship behavior (Northouse 2013, p. 83).
References
Northouse, P. (2013). Leadership theory and practice (6th Ed.).
Respond
RE: Week 2, Discussion 1
Instructor Smith
8/9/2013 7:06:10 PM
Hello Scott,
Astute observation, "The style approach expanded the study of
leadership to include the actions of leaders towards

subordinates in various contexts. This is interesting, especially
to me because the way a leader acts in emergency services
needs to be consistent."
All the best,
Dr. Mel
Respond
RE: Week 2, Discussion 1
Scott Richardson
8/9/2013 11:46:31 PM
Discussion 1
Heather Schultz
8/8/2013 3:16:53 PM
The style approach refers to the behavior of the leader in his/her
approach to either tasks, relationships or a measure of both.
When the behavior is towards tasks, the leader assists to reach
the ultimate goal. When the behavior is focused on
relationships, the leader supports the subordinates to feeling
comfortable within the work group and the task at hand. Most
leaders using the stylistic approach use varying degrees of both
categories of behaviors to make sure the final goal is met,
which is the central purpose of this category of leadership

approaches (Northhouse, 2013).
Reference:
Northouse, P.G. 2013. Leadership: theory and practice. Sixth
Edition. SAGE Publications, Inc.
Respond
Style Approach
Tammy Braswell
8/8/2013 4:37:19 PM
The style approach has been studied by many researchers;
however, the studies done at Ohio State University, University
of Michigan, and by Blake and Mounton (1964, 1978, 1985) are
strongly representative of the ideas in this approach (Northouse,
2010, p. 76).The teachings in the text explain the style approach
as “emphasizing the behavior of the leader” (Northouse, 2010,
p. 75). The text list two kinds of behaviors: task behaviors and
relationship behaviors (Northouse, 2010, p. 75). The leader that
demonstrate “task behaviors facilitate goal accomplishment,
helping group members achieve their objectives” and
“relationship behaviors help subordinates feel comfortable with
themselves, with each other, and with the situation in which
they find themselves” (Northouse, 2010, p. 75). The style
approach is used to describing how a leader may assign a task
and build relationships. It can also be used to describe how a
manager may delegate assignments to its teams and the actions
of the leaders behavior. The style approach gives a leader the
opportunity to learn about the style of leadership that most
resembles who they are. The evaluation may be done through a

questionnaire and scoring method to measure the framework of
the leaders’ leadership capability to lead others. The style
approach is intriguing because this is an opportunity for leaders
to evaluate their leadership style approach in the two
subdividing dimensions of task levels and relationship levels
orientation in general.
The central purpose of the style approach is to explain how
leaders combine these two kinds of behaviors of influence
subordinates in their efforts to reach a goal (Northouse, 2010, p.
75).
Thousand Oaks, CA: Saga Publications
Respond
RE: Style Approach
Instructor Smith
8/9/2013 7:08:58 PM
Hello Tammy,
Well stated, "The style approach is intriguing because this is an
opportunity for leaders to evaluate their leadership style
approach in the two subdividing dimensions of task levels and
relationship levels orientation in general."
Good analysis and conclusion..
All the best,
Dr. Mel

Respond
Week 2 Discussion 1
Michael Flores
8/8/2013 4:43:35 PM
When it comes down to the different leadership styles, there are
two that are critical. The first leadership style that comes in
mind would be people-oriented leader. This leader is very good
with leading people the right way and making the different ways
a proper way of handling and managing people. The next
leadership style is production-oriented which focuses more on
the aspect of leading great products and wonderful results.
Both leadership styles are very important in business because
they both require a vast amount of knowledge when it comes to
leading people. It is very important to analyze and see the
different way leaders handle specific situations. Whether you
are a leader, everyone must know and understand the
importance of both leadership styles. Without the leadership
style in effect, people will tend to become frustrated and
required guidance and direction. Many of the different
leadership styles have to understand and handle what is
important as things tend to progress. Even leaders requires and
assessment as well because they needs to empathize where their
subordinates are coming from (Northouse, 2013).
Thousand Oaks, CA
Respond

Style Approach
Jason Harper
8/9/2013 8:39:46 PM
The style approach describes the behavior of the leader. The
behavior is reflected through task and (people oriented)
relationship behaviors. In many situations leaders incorporate
both behaviors while interacting with individuals. Task
behavior relates to the goal that is set and the accomplishment
of that goal. "Relationship behaviors help subordinates feel
comfortable wit themselves, with each other, and with the
situation in which they find themselves." (Northouse, G., 2013)
The purpose of the style approach is to understand the
environment in which the leader and followers interact. "The
style approach views leadership as a process where an
individual influences a group of people to achieve common
goals." (Brown, G., 2013)
Northouse, P.G. (2013). Leadership, Theory and Practice. Sage
Publications Inc.
Brown, G. (2013). The Trait and Style Approach to Leadership.
Retrieved August 9, 2013 from:
http://smallbusiness.chron.com/trait-style-approach-leadership-
21103.html
Steps to Effectiveness

Explain the two steps leaders must fulfill to be effective. Apply
these steps to a current situation in which you are a follower.
What style would be most appropriate for leading you,
according to the theory, and why? Do you agree? Respond to at
least two of your fellow students' postings.
Respond
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Steps to Effectivness
Michael Hargrave
8/6/2013 9:01:01 PM
In the situational leadership approach a leader must be directive
and supportive. My company uses this form of leadership in all
of their leadership development programs. Once you understand
how the leadership approach works it is very easy to apply in
the day to day operations of the office or the rigs out in the Gulf
of Mexico. The situation approach focuses on the level of
development of the follower. The leader then adjust his/her
style to fit that situation by either directing the subordinate or
supporting the subordinates decisions and actions. We use this
all the time in our day to day operations out on the rigs when all

the supervisors give the tasks for the day to their people. While
some are competent in their jobs there will be times when a
person falls into the D4 category for one aspect of their jobs
while their level of development is a D1 in other areas of the
daily operations. Leaders are told how to recognize the hazards
associated with working with a person new to that position or
job.
In my current position as an Asset Manager I have a new leader
who gives us the best of the situational leader. He directs us for
the tasks that are important to him and the business unit, and he
gives us the latitude to go about our daily tasks with little
supervision. We have three other managers in our section of the
business unit who all complement each other’s skills so our new
boss is virtually hands off unless he needs to move into director
mode. Now is the time for our annual budgets to begin so the
boss has been in full direction mode the past two weeks as we
finalize our budget submissions. We are at the D1 level for the
new process that he has instituted but we are all at D4 for doing
our daily tasks. He directs when he needs to and he supports
when we require it.
The situational leader approach uses the skill of the leader to
help develop the skills of the followers. “The premise of the
theory is that different situations demand different kinds of
leadership. From this perspective, to be an effective leader
requires that a person adapt his or her style to the demands of
the different situations.” (Northouse, P. pg. 99) As is the case
of our new leader he directs when he needs to but the majority
of the time he works with us in a support function to help us
obtain our corporate goals and make us a success.
Thousand Oaks, CA
Respond

RE: Steps to Effectivness
Instructor Smith
8/9/2013 7:11:34 PM
Hello Micheal,
You wrote, "The leader then adjust his/her style to fit that
situation by either directing the subordinate or supporting the
subordinates decisions and actions. We use this all the time in
our day to day operations out on the rigs when all the
supervisors give the tasks for the day to their people. While
some are competent in their jobs there will be times when a
person falls into the D4 category for one aspect of their jobs
while their level of development is a D1 in other areas of the
daily operations. Leaders are told how to recognize the hazards
associated with working with a person new to that position or
job." Excellent example and elaboration.
Keep up the good work.
All the best,
Dr. Mel
Respond
John Neal
8/8/2013 8:31:27 AM

Explain the two steps leaders must fulfill to be effective.
To be effective, a leader must be directive and supportive in a
given situation. A leader needs to be able to determine the
competency of their subordinates as well as their commitment to
a specific task. As the subordinates changing needs develop
and increase, the leader needs to change their direction and
support to meet those needs. Ultimately, the leader must adapt
their own style to meet their subordinate’s needs. Basically, the
two parts of situational leadership is leadership style and the
development level of subordinates.
Apply these steps to a current situation in which you are a
follower.
As a follower, I would have to say that I follow the directives of
the owner of the business up to a point. Currently, the business
that I manage is in a financial crises due to major construction
in which a road is being cut into a mountain. The owner is not
concerned about how business is falling off as he is very
wealthy and has never had to understand the concept of the
word ‘fail’ and therefore refuses to see that happen here. This
man is a brilliant businessman and I have the utmost respect for
him, but when managing his business I think of the financial
losses as if they were my own my own. I have made every
effort to draw in business which has helped, but not enough to
increase profits. As a follower, I believe that this demonstrates
my being supportive of him and his organization. Being
directive is more difficult as the owner wants to micro manage
the business when previously he has never owned any type of
food service business and therefore lacks knowledge in this
area. Yesterday, I took a stand and requested a business
consultant. I had talked to one last week and the owner has
agreed to having him come to our business, unannounced, to
determine if the problem is in the management of the business
or if construction is the problem. I told the owner that if he

chose to continue with the business as it currently is, then I
would be leaving and moving on.
according to the theory, and why? Do you agree?
I think that all leaders need to be able to lead in a directive and
supportive manner, which is what situational leadership is all
about. The owner wants to be hands on, but only from the
perspective that he is involved in all decision making. This
would be fine, but he owns 18 other businesses involving
extensive travel. There is no doubt that the owner supports me
in the area that I know how to manage his business and am
doing a good job of it. He also knows that I want more for the
business and him. As stated by Northouse (2013), “Situational
leadership demands that leaders match their style to the
competence and commitment of the subordinates. Effective
leaders are those who can recognize what employees need and
then adapt their own style to meet those needs” (p. 99-100).
The owner is learning to adapt to the needs of his business by
slowly allowing me to operate his business as the manager and
gradually turning the reins over to me and run it for him as I see
fit.
Reference:
Respond
RE: Steps to Effectiveness
Instructor Smith
8/9/2013 7:17:56 PM

Hello John,
I see that your are applying what your are learning... Glad you
took a stand .. glad it worked well. In the future before leaving
a position or threatening to leave I would advise that you have
a planned exit strategy. When you are a dedicated and
conscientious employee mismanagement can be unbearable.
However, when making plans to move on , have an exit strategy.
Thank you for sharing this practical example.
All the best,
Dr. Mel
Respond
Week 2 Discussion 2
Robert Leighton
8/8/2013 2:20:46 PM
Instructor Smith
8/9/2013 7:23:39 PM
Hello Robert,
Well stated"Each of these styles have been used effectively in
the fire service and firefighters attend training to further gain

additional knowledge and experience to perform their jobs. I
agree given the types of work encountered that each style has its
place and opportunity for newer members to gain valuable
experience. Further, in emergency services cohesion and team
work are imperative. Situational leadership, high directive,
high supportive style is most often used in Emergencies.
All the best,
Dr. Mel
Respond
Week 2 Post 2.
Carolina Torres
8/8/2013 2:23:08 PM
In order for a leader to be effective they must be directive and
supportive. When the leader is directive he/she is “establishing
goals and methods of evaluations setting time lines, defining
roles, and showing how the goals are going to be accomplished”
(Northouse, 2013). During this stage the leader is giving
directions to the subordinates, and clarifying expectations.
When a leader is being supportive they” help group members
feel comfortable about themselves, their coworkers and the
situations” Northouse, 2013). This leader is making sure people
have what they need to perform their job properly. This two
styles need to be interchangeable based on the task at hand and
depending on whom you are managing.
I am currently managing a new project, I have to report to two
leaders that I have known but never worked for. What I am
expecting from them is to direct me at the beginning and
throughout the project. Give me enough information to make the

right decisions, provide me with data to understand the needs of
the project, but I am also expecting for them to be supportive by
giving me affirmation. There is nothing more frustrating to me
than to work for someone that doesn’t stop to provide feedback
because they think you can handle. You need to have the skills
to direct, but also the skills to understand if others are
following you.
Aleader needs to behave differently depending of a situation. I
can give all the directions to a member of the team, and clarify
expectations, but if I don’t understand that this person might
not be performing because of dynamics in the group, then I am
wasting my time. I must understand the tasks to be
accomplished but also those that will accomplish the tasks.
Respond
RE: Week 2 Post 2.
Instructor Smith
8/9/2013 7:25:45 PM
Hello Carolina,
Thought provoking statement, "There is nothing more
frustrating to me than to work for someone that doesn’t stop to
provide feedback because they think you can handle. You need
to have the skills to direct, but also the skills to understand if
others are following you."

All the best,
Dr. Mel
Respond
Week two, Discussion 2
Scott Richardson
8/8/2013 2:26:58 PM
Explain the two steps leaders must fulfill to be effective.
In my opinion, after the reading, I believe that a leader must be
somewhat directive and highly supportive in a given situation.
Knowing your people as a leader accomplishes these in the right
quantity to produce quality. Meaning that if a leader knows
their team, they know how much direction is needed and how
much support is garnered by the team members. This process is
dynamic to be sure! A new team or new members on a team
dictate more direction than those who have been working
together for a while. I have been fortunate to have the same
four-member Tower Ladder Company for over four years now.
Much of the direction I needed to provide in the beginning is no
longer necessary unless a situational change dictates me calling
an audible to our typical game plan. A good situational leader
possesses a skillset and practices a craft by using appropriate
styles at the right time, and developing subordinates.
Apply these steps to a current situation in which you are a
follower.
The members of my tower ladder crew technically are my
followers on every emergency we run. Of the approximately 15-
20 calls we run in a 48-hour shift, half of these calls are
medical assists. Some are “basic life support” (basic) type calls
and some are “advanced life support” (paramedic” calls. I am

the only paramedic on my crew; the other three are EMT Basics.
If a medical assist is a basic call when we arrive on the scene, I
allow one of the three EMT Basics to “attend” or manage the
care for the patient. In this case I become the follower and do
basic functions to allow the development of my EMT Basics.
Although I remain liable for all actions of patient care, this
enables my team members to take the lead and develop their
leadership skills. Effective leaders are those who can recognize
what employees need and then adapt their own style to meet
those needs”(p. 99-100).
according to the theory, and why? Do you agree?
In my current position, I need very little direction and a lot of
support. That is, I have been a firefighter/paramedic for over 30
years now. I have been a company officer for over ten years. I
am promotable to the next position and seek every learning
opportunity to develop my craft I can.
If I was to take a position with a new organization I could see
needing a lot more direction initially.
Reference:
Northouse, P. (2013). Leadership theory and practice (6th Ed.).
Respond
RE: Week two, Discussion 2
Instructor Smith
8/9/2013 7:29:21 PM
Hello Scott,

Outstanding leadership example, "I believe that a leader must be
somewhat directive and highly supportive in a given situation.
Knowing your people as a leader accomplishes these in the right
quantity to produce quality. Meaning that if a leader knows
their team, they know how much direction is needed and how
much support is garnered by the team members. This process is
dynamic to be sure!" I think you are ready for the nest level of
leadership..
Keep up the good work.
All the best,
Dr. Mel
Respond
RE: Week two, Discussion 2
Scott Richardson
8/9/2013 11:49:48 PM
week 2
Matthias Burns
8/8/2013 2:30:49 PM
The two steps are being an effective leader are to be supportive
and a directive. Supportive leaders is a leader that is more
helping employees versus commanding and demanding them to

do things which can be a leader no employee wants to work for.
Most employees work effectively with a supportive leader in
their group. A directive leader is a leader that is demanding and
loves to give order to everyone in the group or the organization.
The supportive leader in which I have is my supervisor. She
exhibit great support towards all my co workers. The way she
exhibits her supportive characteristics, when someone is given a
task she walks around and make sure they understand the task.
She will not do the project for them but she will make sure that
everything is going good or see if they need help. Directive
leader in which is in my department is one of my co-workers,
she gives task out and tells people what they need to do, but she
does not help them. This lady is also is called the mean and
crazy one in our organization because she changes the work
environment in which we have.
I will like follow a supportive leader. Because when being
taught how to do something, I prefer the leader to do whatever
it is with me. Yes I agree.
Respond
RE: week 2
Instructor Smith
8/9/2013 7:32:12 PM
Hello Matthias,
Good example of a supportive leader that allows followers to
learn and develop, "The supportive leader in which I have is my
supervisor. She exhibit great support towards all my co workers.
The way she exhibits her supportive characteristics, when

someone is given a task she walks around and make sure they
understand the task."
All the best,
Dr. Mel
Respond
Discussion 2
Heather Schultz
8/8/2013 3:17:41 PM
There are two areas that a leader must balance inappropriate
measures in order to be effective: directive and nurturing
Northouse, 2013). A great example of a leader finding that
balance would be the director of the show in which I am in
rehearsal. As the leader, the director must be able to provide
clear direction in line delivery, blocking (stage movement) and
more while carefully nurturing the cast to bring out the best
emotional performance possible. Performing can be a very
scary proposition because the actor feels vulnerable in revealing
emotions. A great director toggles the line between getting the
story told in an entertaining way while fostering a sense of
safety for the actor to feel comfortable into performing.
When it comes to leading me, I would prefer the more direct
approach. This is because I work better under clear, definitive
direction and feedback. I try not to depend on other people’s
approval for my self-esteem. However, providing a small sense
of care about me would also be appreciated. This is because I

am human and an actor. And as such, I have all the emotions
including fear, self-doubt and intimidation.
Reference:
Northouse, P.G. 2013. Leadership: theory and practice. Sixth
Respond
RE: Discussion 2
Instructor Smith
8/9/2013 7:34:47 PM
Hello Heather,
Outstanding example, "clear direction in line delivery, blocking
(stage movement) and more while carefully nurturing the cast to
bring out the best emotional performance possible. Performing
can be a very scary proposition because the actor feels
vulnerable in revealing emotions. A great director toggles the
line between getting the story told in an entertaining way while
fostering a sense of safety for the actor to feel comfortable into
performing."
Insightful post
All the best,
Dr. Mel
Respond

Tammy Braswell
8/8/2013 4:40:02 PM
Explain the two steps leaders must fulfill to be effective. Apply
these steps to a current situation in which you are a follower.
according to the theory, and why? Do you agree? Respond to at
least two of your fellow students' postings.
According to Northouse (2010), the two steps leaders must
fulfill to be effective occurs when the leader can accurately
diagnose the development levels of subordinates in a task
situation and then exhibit the prescribed leadership style that
matches that situation (p. 119). In situational leadership, there
are four dynamics separated into two parts: leadership style and
development levels of subordinates. Depending on the situation
as a follower, I may move back and forth along the development
continuum. For example, I work in an environment where the
manager needs to be both directive and supporting of the team
members and new team members. My duties requires me to be
hands on in overseeing that the accounts are paid accurately. I
have done this work for about twelve years. The specialized
knowledge to understanding these accounts include reviewing
the amounts entered, reviewing what accounts are being paid,
monitoring the contracts the accounts are paid against, ensuring
the vendors are setup in the system correctly, issuing errors for
incorrect account payments, and recouping any error payments.
Since, I have being performing these duties for an extended
time, I am pretty much seasons, trained, and experienced in
performing these duties and would be classify as a D3
employee. I am very competent in completing my duties, but
sometime I would request the advice of others in areas that are
unclear to me; therefore, moving to a D4 in needing a little

assistance or direction from my supervisor. I have no problem
in performing my other duties and am very comfortable in
reviewing the accounts and directing others. In this case, I
would move between the S3 and S4 leadership behaviors
because in my role I cannot remain in the followers behaviors. I
have to be supporting and delegating to request that issues be
resolved.
Respond
RE: Steps to Effectiveness
Instructor Smith
8/9/2013 7:36:45 PM
Hello Tammy,
Good example, "I have no problem in performing my other
duties and am very comfortable in reviewing the accounts and
directing others. In this case, I would move between the S3 and
S4 leadership behaviors because in my role I cannot remain in
the followers behaviors. I have to be supporting and delegating
to request that issues be resolved."
All the best,
Dr. Mel

Respond
Week 2 Discussion 2
Michael Flores
8/8/2013 4:48:24 PM
When it comes to the leadership steps, a leader must be able to
direct and support at the same time (Northouse, 2013). Both
steps are important because it shows the capability to not only
lead your personnel, but also support them at the same time. A
leader must have the drive and the initiative to see things
clearly because it keeps things true and bona fide when things
are being assessed as a leader. Leader must have the capability
to analyze specific situations and engage them as necessary.
Leaders should be able to enforce and tell their subordinates
what needs to get done. They must also have the capability to
support their subordinates when upper level management is
needed to enforce a policy or standard. The different standards
require a strong leader to make the right decisions just to keep
pushing forward and keep things secure for the different
people. As long as these different situations occur, it keeps
things very strong and leaves a foundation for subordinates to
follow. When specific thing are occurring, it is best to just
keep things directive and supportive as leader. If these two
steps are followed, everything should fall into place because it
is the right thing to do.
Thousand Oaks, CA
Respond

John Neal
8/9/2013 4:30:21 PM
Instructor Smith
8/9/2013 7:38:59 PM
Hello Michael,
Good analysis, " Both steps are important because it shows the
capability to not only lead your personnel, but also support
them at the same time."
All the best,
Dr. Mel
This week there were two case studies; Technosoft Russia and
Elite, Inc. In reviewing the two cases, address the following
questions. Respond to at least two of your fellow students'
postings.
· Technosoft Russia: what are the key factors at play int he
telesales office? What actions should the marketing manager
take to improve the leadership skills of this supervisor?

· Elite, Inc.: what were some of the challenges Benson faced
when she took the CEO position? How might Benson help Jakes
change his behavior?
Respond
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Post 3 Week 2
Carolina Torres
8/8/2013 3:18:23 PM
Technosoft Russia; What is your evaluation of the Telesales
Project at Technosoft Russia? What should Chaikovsky have
done differently?
The telesales project was done piece by piece, this means that at
any point there was a business plan for this specific project as a
whole. They have been resolving issues as new situations
develop without stopping the growth and align to the new needs,
and then continue to add new people.
The project has moved locations without a specific plan, a team
lead was assigned to the project, however this person had no
managerial accreditation, the team grew from 1 to 12 without

analyzing the business needs, and the guiding force, the person
that was keeping everyone engage, stopped being part of the
project.
Chaikovsky should have slowed down and designed the project
a little bit more. He allowed himself to be excited about the
successes that he forgot to plan for the future. After a while he
withdrew entirely of the project giving it to someone that didn’t
know the business needs or how to manage people. He should
have work closely with the group, and keep looking for a team
leader that would meet the needs of the company instead of
settling down for the least bad candidate. The project was
showing so much success, that he could have reached to offices
in other countries to get a good candidate. He should have
provided more guidance to the team lead and have biweekly
meetings with her to offer guidance and coaching.
Chaikovsky should have also listened to his instinct, and in
those occasions in which he felt uncomfortable with the
decisions, he should have been more analytical and task
oriented, he was non decisive, and in order to please others he
made decisions that could have changed the direction of the
project. As a manager you can’t allow yourself to want to please
everyone because then you will fail everyone.
Elite, Inc.; what were some of the challenges Benson faced
When Benson became the CEO we faced many difficulties
including being the newest person in the team, a disengaged
frontline staff, troubled labor relations between management
and front line staff and lack of clear direction for everyone, she
also had to deal with the fact that senior management was
retiring and she had to change the business model to adequately
meet stakeholders needs.
Benson might not be able to change Jakes behavior and she
might have to let him go, this would be very difficult because
he is appreciated by the staff and he has been with the company
for so long. Before she lets him go, she needs to have a

personable conversation with him, where she needs to be honest
and ask him what is getting in his way of completing his
projects in a timely manner. She wants to understand if it’s a
competency or is it lack of motivation. When she gains
understanding she needs to give him the tools that he feels he is
lacking to get his job done, this might be additional training, or
setting clear expectations, she might need to add someone to his
staff to take care of some of the clerical work.
After she gives the necessary tools she can look at his progress
or lack off, provide constant feedback and get his buy in, he
needs to be in agreement that things need to change otherwise
nothing will change. After continuous work with him she is
going to do what is best for the company, that might be to
demote him to an easier position, keep him at his job because he
has shown dramatic improvement, or she might let him go. It all
depends of her coaching, direction and involvement. .
Respond
Discussion 3
Heather Schultz
8/8/2013 3:18:22 PM
Based on the information provided, it is not really a surprise
that Olga Peterson is not as successful as she could be in
regards to the Telesales Project. She was hired for a managerial
position without previous training or experience. In addition,
despite the fact that Chaikovsky had concerns, he did not
provide any formal training upon her employment to provide
Peterson the skills she would need to be an effective team
leader. At the end of 2001 and into January of 2002,
Chaikovsky received specific feedback and, despite bringing it

to Peterson’s attention, did not provide formalized opportunities
for Peterson to correct these issues. And, it does not seem that
Chaikovsky went back to these TSRs who had voiced those
complaints to see if the concerns had been satisfied (Rowe and
Guerrero, 2011). The annual poll results should not be a
surprise.
In hindsight, Chaikovsky should have provided an opportunity
for managerial training or required training within the first six
months of employment as a condition of the employment. Then,
when complaints were received, he should have followed up in a
more formal way. This is a case of a leader needing to provide
more direction and nurturing. To correct the situation,
Chaikovsky must replace Peterson, spend more time mentoring
her or provide an intensive training while providing a more
micro-management approach until the comfort level rises
between the TSRs, Peterson and Chaikovsky.
Again, according to the information provided, Benson had a
number of challenges when she became CEO of Elite, Inc. The
most significant being an unhealthy corporate culture. The
second significant issue was regarding Greg Jakes, CFO. The
quickest potential fix in helping Jakes change is behavior is,
most likely, the basics of human resources 101. That is, Benson
must sit down with Jakes, clearly communicate the concerns,
and listen to Jakes’ response. Then, both must work together to
come up with a strategic plan for him to effectively change in a
way that is measurable and successful. There must be a
deadline for the changes to be observed. Benson will need to
either mentor Jakes through this situation or find a mentor for
him to help assure success. If this is not effective, then either
Jakes will need to be let go or removed from this position into
one he is more able to handle. Personally, I would move him, if
at all possible, instead of letting him go because of his tenure of
service.
Reference:
Rowe, E. G. and Guerrero, L. 2011. Cases in Leadership.
Second Edition. SAGE Publications, Inc.

Respond
Case Studies
Michael Hargrave
8/8/2013 3:54:31 PM
· Technosoft Russia: what are the key factors at play in the
There are several failures in leadership at the Technosoft
telesales office. It is obvious from the results of the survey that
Olga is not well received by her team. From the results of the
poll taken by Chaikovsky it is clear that Olga is hard to
communicate with and has little regard for her people. It was
clearly stated that finding people with sales experience was a
difficult task to say the least. Chaikovsky used his ability to
mentor and train people to develop a top notch sales force only
to see it torn apart by a substandard manager. There are several
steps Chaikovsky can take to improve the morale of the sales
force. The first step should be to reintroduce his weekly
meetings with them to allow them to vent their frustrations and
report on their successes during the past week. He should let
Olga run the meetings and only provide input when she attempts
to hold people back from speaking. The second step is that Olga
was hired as a TSR on the same pay scale. This was a mistake
on Chaikovsky’s part. He should have hired her as a manager at
a different wage to fully differentiate her position as the leader
of the team. If is often difficult for followers to give leaders
their trust when they don’t earn it and are on the same pay
scale. Chaikovsky must mentor Olga on how to improve her

interpersonal skills and teach her how to be approachable and
not overbearing. If finding talent is a difficult task then the
talent that is hired must be kept happy and content. Properly
trained sales teams can make or break a business.
· Elite, Inc.: what were some of the challenges Benson faced
The first leadership challenge Benson needed to address was the
communication channels between management and the
employees. The second leadership challenge I feel she needed to
address and while it is not specifically mentioned is the
diversity at the company. A company structure that is 95% male
would tend to lead to a competitive environment and severely
limit the amount of communication. She took the bull by the
horns and revitalized the issues with communication by having
her coffee and doughnut time with all the departments and
sharing information and answering questions of the employees.
The biggest challenge was the work performance of the CFO
Jakes. While he is highly respected and knowledgeable his work
performance was not up to standards. As a leader in the
company Benson needed to mold Jakes into the person she
needed him to be or send him to pasture. She should
communicate clear goals and give him her clear expectations.
She needs to follow that up with a written development plan to
ensure he has a playbook to refer to. She also needs to work on
his delegation skills as he is not relying on his resources. No
one person can do everything required and he needs to
understand and trust his team. Under the situational leadership
plan she needs to use D1 leadership and direct him until he has
proven he can complete his tasks on time.
Rowe, E. G. & Guerrero, L. 2011. Cases in Leadership. Second
Respond

Week 2 Discussion 3
Michael Flores
8/8/2013 4:56:03 PM
With Technosoft Russia, the engagement behind this business
was tackling problems or predicaments as they came up. This is
very important because it shows the motivation to keep things
true and legitimate as times keeps progressing. Many of the
different ways to engage a situation require a thoughtful and
methodical process because things must keep going regardless
of what the company is doing. When different problems are
tackled simultaneously while the specific area or business is
still running, that creates good movement for people to follow
and keeps things secure. Without this attitude, it would be an
honest area and keeps things proper as things move forward.
This is important in any business.
With Elite Inc., it becomes difficult when you are the CEO and
the new person. Gaining your clout and leverage takes a long
time because it requires them to perform the different duties
from a serious perspective. Everything must be in order and
intact when people are moving into key positions within a
business. This is very important and shows initiative for
different situations. As long as these things occur, it should be
truthful and gives leaders the best thing for a specific situation.
All of these different factors need to be taken into
consideration. The CEO must be ready for the newest
challenges and not be afraid to make decisions. It requires
different aspects and keeps things very knowledgeable of what
is happening as things push forward.
Respond

Week 2 Discussion 3
Robert Leighton
8/8/2013 5:18:08 PM
Leader skills
John Neal
8/8/2013 5:25:37 PM
Leadership Skills
Tammy Braswell
8/8/2013 9:47:04 PM
What are the key factors at play in the telesales office?
Technosoft Russia is a company that produces hardware and
software products for both the business market and the
consumer markets (Rowe, 2011, p. 105). The key factors that
affected the telesales office were the budgeting, staffing, team
leaders, polls, and poll results. If the company did well during
the year, managers had bargaining power and could ask to hire
more TSR member to be added to the teams; however, if the
company did poor, it would reflected on the general managers
(GM) and the country’s reputation (Rowe, 2011, p. 107);
therefore, leadership played an important and key factor for
Technosoft. Another key factor at play in the telesales office
was the performance review that measured the company’s

internally. The poll was a lengthy questionnaire that asked
questions on job and customer satisfaction, pay for
performance, the work environment, and most important
evaluating the leader’s performance (Rowe, 2011, p. 107).
In the evaluation of leadership for Olga Peterson, her team
members gave her a low rating. Olga was a good team member
and was very experience in telesales; however, she did not have
much leadership skills. Mr. Chaikovsky the sales and marketing
manager was aware that Olga lacked managerial skills when he
offered her the management position, but took a chance in
moving her to the position, over making her a team lead without
additional pay, as suggested by Dubrovsky. Now, Mr.
Chaikovsky is faced with a dilemma of trying to decide how to
approach the situation with Olga low ratings because the low
ratings are a reflection on him, as the GM.
What actions should the marketing manager take to improve the
leadership skills of the supervisor?
The company policy for low rating on poll evaluations could
mean a low bonus and, potentially, a demotion or dismissal
from the company for not meeting the standards. The actions
that Mr. Chaikovsky could take to improved the leadership and
supervisor skills of Olga is to develop her team management
skills by go over the poll questionnaires and results with her.
Mr. Chaikokvsky needs to be more directing and nurturing, and
he can send Olga to more training and development programs
that would help Olga build relationship and task behaviors
skills. Mr. Chaikovsky should not dismiss or demote Olga
because she is a value employee with substantial sales
experience and she is a first year manager.
Elite Inc.
What were some of the challenges Benson faced when she took
the CEO position?

The challenges Benson faced in the new CEO position was a
declining “corporate culture” among the employees and
management. The relationship and task behaviors of senior
management were isolation. The employees were use to having
weekly meeting and they were being canceled. Senior
management moved to the top floors in the build, and
employees could not make decisions without getting approval
from management first (Rowe, 2011, p. 155). The company’s
morale was low, as people were being belittled for doing any
thing wrong. The company also faced a situational leadership
issues, as managers’ leadership did not foresee them being
directive or supportive of employees in meeting deadlines on
assignments.
How might Benson help Jakes change his behavior?
Jake is working in the development stage of a D2 employee who
has the competence to do the work, but has low commitment to
completing the assignment because he is overloaded with work.
Benson can help Jakes change his behavior by being S2 high
directive and (S3) high supportive. As Benson develops Jakes to
a D4 to become more comfortable in delegating task, planning,
controlling and goal clarification with his assignment, he will
be able to function on his own at these levels more
comfortable.
Respond
Week 2, Discussion 3
Scott Richardson
8/8/2013 10:37:07 PM

Technosoft Russia: what are the key factors at play in the
The key factors of the Technosoft Russia telesales office are a
lack of leadership and management skills, and a lack of
communication. Olga does not lead, manage, or communicate
well with seniors or subordinates. Simply put, she has no
empathy or regard for members under her charge. Although the
damage is done, reparation is still possible. Clear, concise,
honest communication needs to be implemented. This can start
with team meetings that emphasize two way communications.
Further clear differentiation of the team structure is important.
Everyone needs to know who is responsible for what and how
that affects them.
Elite, Inc.: what were some of the challenges Benson faced
Communication, in my opinion is at the heart of just about any
challenge faced in these situations. Lack of or a breakdown in
communication is at the heart of Benson’s problems. When
members of a team frequently skip meetings and team members
were not in direct communication with their leads a team
fragments quickly. Further, when team leads isolate themselves
they cannot effective lead the team. It seems to me that the
leadership of the team polarized themselves by an elitist attitude
and isolation being further complicated by lack of empowerment
of the team members. These issues can be fixed by beginning
with clear expectations of the leadership from Benson, all the
way down.Getting to the root of the issues, early on is critical.
A serious sit down, counseling session with Jakes to determine
how to best proceed with Jakes is important. He needs to know
he is a valued member of the organization. A development plan
that addresses Jakes’ issues and defines the future is necessary
for the organization as well as for Jakes.
Rowe, E. G. & Guerrero, L. 2011. Cases in Leadership. Second

Respond
Leader skills
Jason Harper
8/9/2013 7:43:32 PM
Technosoft Russia
The sales office at Technosoft Russia utilized the practice of
review and reward. The subordinates of the supervisor answered
the questions within a leadership performance review. The
review highlighted her strengths but also her weaknesses. The
weakness that was most considerably noted was the inability to
be perceived as an effective leader. This was a result of the
supervisor not having or pursuing formal training. While she
had knowledge skills she lacked the skills required to
effectively lead a team of people.
There are situations in which people assume their role only as
supervisors or managers. In the context of this case study, it
was required that the supervisor also be a leader with willing
followers. Leaders can be molded and guided to establish their
role and position. As Joan Marques discusses the perspective of
Awakened Leaders. "Being awakened starts with the realization
that you have the capacity to change your life. It also entails
that you learn to adapt to different situations." (Marques, J.F.,
2010) This perspective is relative to the situation of the
supervisor in that if she is willing to grow then she can progress
into a leader. Her abilities show that she is a good match with
the position.
The marketing manager should speak with her directly and get

her suggestions on how she can evolve into a leader. It would
require commitment, drive and inspiration to evolve into an
effective leader. She may be placed into a short term leadership
program that would become the company's investment.
Marques, J.F. (2010) Awakening leaders: who are they and why
do we need them. Retrieved August 9, 2013 from:
http://search.proquest.com.proxy-
library.ashford.edu/pqcentral/docview/194152873/13FCB4CD57
D8C2C260/8?accountid=32521
Elite Inc.
Elite Inc. is a public relations firm with a newly appointed
Chief Executive Officer. The Chief Financial Officers spends
over 15 hours a day trying to complete their work and perform
their duties. The first thing that comes to mind is that as the
CEO has the responsibility of understanding the duties and role
of their subordinate upper management. It would be productive
for the CEO to speak with the CFO and get an understanding of
the type of work they are faced with. With a bit of empathy or
compassion the CEO would be more effective in understanding
what could require more of the CFO's time. I have two friends
who have busy work days and huge loads of work to
accomplish. In some ways it relates to time management. Most
of the time it is because their organizations are experiencing
massive changes. Once the information is gathered and
analyzed, the CEO and the CFO should speak about a strategy
that would lessen the load and make the role of the CFO more
effective. If the CFO is not allowing the finances to go
mismanaged or "leak", then they should be given consideration
and kept on. After a specific time then it would appropriate to
evaluate the CFO. Hopefully by then they have incorporated
changes that can be shown through clear results. Through this
system the CEO will represent their leadership abilities and also
gain further insight into the organization and its needs.

Week 2 - Discussion 1Style approachMichael Hargrave 862013.docx

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