Respond to:

Ultimately, I relate most closely to transformational leadership. However, I also relate to situational leadership in that I can adjust how I delegate or lead based on the urgency or scope of the project. Both can work together, especially with various people and cultures.

Transformational leadership relates closest to my style due to its openness in decision-making and the fact that I act proactively to help make decisions or changes to better the organization (UMass Global, n.d.). Additionally, I am well-balanced in seeking feedback and decision-making discussions (Fox, 2019). I am most averse to autocratic leadership, primarily because I enjoy involving others in my decision-making process and prefer expanding their thought processes to help their growth (Lyon, 2020).

Questions that I would ask would include:

• What is the previous attendance history of the employee offending?
• How is work affected by the early/lateness of the employees? Is it something that can be done at home as well?
• Are the employees hourly or salaried?
• Do their roles involve driving a company vehicle or driving for the company?
• What are the general circumstances regarding this behavior?
• Is there confusion on the policy regarding accuracy in timesheets and schedules?

Regarding the supervisory dilemma, it would be best to seek advice from the human resources department or company policies regarding time management and payroll. It may be possible to have flexible starting and ending times for employees or to adjust roles for those who need additional time but cannot flex within the allotted timeframes.

I would also send an email documenting the timekeeping policies and outlining the need for accurate records. It would also lay out a disciplinary plan for failure to follow the procedure. This email may also include options for those needing help with the current schedule (which may consist of either option above). Additionally, it would incorporate a message that if anyone has specific concerns with this or needs modifications to reach out to me. I would then reevaluate after a payroll period and reach out for one-on-ones with the employees who are still offending to see if a compromise can be reached.

I understand this as a mix of unethical and morally necessary behavior. It all depends on the person offending. Some may have home-life scheduling issues, but some may be taking advantage of the fact that it has gone unnoticed, so a blanket reinforcement with adjustments as needed would be a wise choice.

My leadership style connects with this response due to looking for compromise and involving others who may help with corrections or behavior modification. Further, my discipline's code of ethics responds to this by encouraging compliance with the law, achieving the highest levels of service/performance, and understanding that all employees are humans who may need assistance or modification to help with the work-life balance