CASE GearPro is a manufacturing company that produces parts for the automobile industry. The company has several patents on parts that fit in the gear assembly of sport cars, but also of cars who drive on automatic transmission. To produce the parts, GearPro runs multiple shifts with about 20 workers on each shift. David supervises one shift, with a team that was hired 1 month ago. David really enjoys working at GearPro and wants all the workers to enjoy their work as well. He is a people-oriented supervisor and his followers describe him as very genuine and caring. For instance, David never forgets a birthday or someone's personal accomplishment. He works hard at creating a good atmosphere and takes people out to lunch. Despite David's efforts, the motivation of many team members dropped and, as a result, absenteeism and turnover in his team are quite high. The team is responsible for setting up the machines and equipment at times when changes are made from making one type of gear to making another type of gear (for a different type of car). For example, they set up the machines when the production line changes from making sport gears to making gears with automatic transmission. In addition, the team is responsible for the complex computer programs that monitor and control these machines. The team hears a lot of complaints from other teams in GearPro for not doing a perfect job. The team feels pressured because it is not always easy to figure out how to do their tasks and they started learning their job only 1 month ago. Each setup is different and entails different procedures. Although the computer is helpful when it is calibrated appropriately to the task, it can be extremely problematic when the software is not working well. Because the computer software is so difficult, it is often misunderstood. Followers feel less confident as they are not always able to perform the task in a perfect way, and just feel lucky if things work out well. They dont feel competent to complete their own work. Team members have complained to David about the difficulty of their jobs, and they asked him to give them more structure and task clarity so they would know better what to do. At this moment they feel their jobs are not organized clearly enough. They need more guidance. The followers also feel they dont have control over the situation, they feel like victims of forces they cant control. They feel they are not in charge and they cant control their circumstances. David hopes to make them happy again and he started by inviting his team to his house for a social event with a dinner and board games. Unfortunately, the workers are not motivated. They are also unhappy because they feel David focuses too much on fun and games, while what they need is a real leader who guides them with their work. QUESTION 1 According to the situational leadership theory, what is the development level of the group? Explain in detail what this developmental level means, according to the theory. Use examples from the case to support your choice of developmental level. What style(s) of leadership SHOULD David use according to the situational approach? What style(s) of situational leadership is David ACTUALLY using (give the name and code of the style)? According to path-goal theory, how would you describe the task characteristics? According to path-goal theory, how would you describe the follower characteristics? (tip: the theory mentioned 5 follower characteristics, and there are 3 described in the case: find the 3 follower characteristics and illustrate them with examples from the case) What style(s) of leadership SHOULD David use according to the path-goal theory? Tom is a 23-year-old valet manager at a resort and has 15 valet attendants that work under him. Tom has worked at the resort for the last four years and was recently promoted to manager and has ten close friends that have also worked at the resort for multiple years. There is also a group of five valet attendants who were just hired a week ago for the busy summer months, and they are much older than Tom and the other young valet attendants. Most of the employees have noticed that only the young group of valet attendants go out to the caf near the hotel after work, or participate in other non-work related events, while the new group of older valet attendants do not participate in any non-work activities and simply do the jobs they are asked to perform, but nothing more. According to LMX theory, at which phase of leadership making are the 15 employees working with Tom? What should Tom do, according to the leadership making model