Alan has been the owner and manager of a small auto repair shop for seven years. The auto shop has a steady and loyal clientele who appreciate the fact that they receive quick, reliable service at a fair price. Alan employs seven mechanics and two office workers. Gil and Hans are the two oldest mechanics, and they are the easiest to supervise. When Alan assigns work to them (mostly high-precision, specialist jobs), they do it quickly and hardly ever make a mistake. Bart and Herbie are also skilled mechanics. Bart specializes in repairing motorcycles, and Herbie is a whiz at troubleshooting engine problems. Three younger workers do the jobs that call for lower-level skills, under Alan's more careful guidance. Kirk has a degree in Industrial Arts, but he couldn't get a job in his specialty without moving to another city, and he seems to have resigned himself to auto repair work. LaMont enjoys working on sports cars and is getting to be quite an expert at operating the electronic diagnostic machines. Joanie does general mechanical work and does it well. Alan takes care of customers when they drop off their cars in the morning, then he plans the work schedule and assigns the mechanics to work on particular cars. Most of the work is done by individual mechanics, but occasionally a job requires two mechanics to work together. The work of repairing cars and conducting routine maintenance on them is well-defined; there are standard procedures and standard times to perform each type of repair task. Mechanics receive feedback about the quality of their work from testing the car and from customers (who will complain if something is not fixed properly). Alan does not spend much time actually directing or supervising the repair work. He leaves the mechanics alone unless they are having a problem and need technical advice. He almost never tells someone to do something in a directive way. Instead, he suggests various ways to deal with a problem, or he shows them how he would have handled it. When not busy with administrative responsibilities, Alan enjoys working alongside his mechanics, where he is available to answer any questions about the work. Alan's style of leadership suits his easy-going personality. Alan also encourages his employees to participate in making decisions such as what new equipment to purchase or how to improve quality. They know that Alan is sincere in asking for their opinions and is not just doing it as a manipulative strategy to minimize their opposition to decisions that have already been made. Alan's fairness and openness have earned him the continuing respect and trust of his employees. SOURCE: Adapted from William J. Wasmuth and Leonard Greenhalgh, Effective Supervision: Developing Your Skills Th rough Critical Incidents. Prentice Hall, Copyright l979 1. Identify leadership traits with Alan's personality profile. 2. Within the context of a situational leadership, Identify and justify the best leadership style for Gill and Hans and the young workers. 3. Describe Alan's typical leadership style and evaluate whether it is appropriate for the leadership situation. 4. Does Alan have any leadership behavior related to transformational leadership