Review the Situational Leadership Model of leadership and then read the "Struggling Operations in a Manufacturing Organization" case study that has been posted in the "Resources" section of this week of the course.

Examine the maturity level of each of the plant managers and discuss the leadership behaviors that are appropriate for dealing with each of them. Suggest recommendations for developmental interventions that might be appropriate for each of the managers being evaluated in this case (focusing on the specific behaviors they would use and why).

Case

Instructor's Manual: Hughes/Ginnett/Curphy Leadership: Enhancing the Lessons of Experience, 8e The McGraw-Hill Companies, Copyright 2015 CASE STUDY #6 Struggling Operations in a Manufacturing Organization

Follower Readiness In Situational Leadership, follower readiness refers to a follower's ability and willingness to accomplish a particular task. Readiness is not an assessment of an individual's personality, traits, values, age, and so on. It's not a personal characteristic, but rather how ready an individual is could be low on readiness to perform one task but high on readiness to perform a different task. An experienced emergency room physician would be high in readiness on tasks like assessing a patient's medical status, but could be relatively low on readiness for facilitating an interdepart complex problem like developing hospital practices to encourage collaboration across departments. FIGURE 15.1 The Situational Leadership Model Leader Behavior - (High) $2 Participating Selling Hi. Rel | Hi. Task. Lo. Task | Hi. Rel. Relationship Behavior (Supportive Behavior) Lo. Rel Hi. Task. Lo. Task Lo. Rel Delegating Telling $1 (Low) Task Behavior (High) (Guidance) Follower Readiness High Moderate Low R4 R3 R2 RI Able and Able but Unable but Unable and Willing Unwilling Willing Unwilling or or of or Confident Insecure Confident Insecure Follower Leader Directed Directed Source: P. Hersey, K. Blanchard, and D. Johnson, Management of Organizational Behavior: Utilizing Human Resources, 7th ed. (Englewood Cliffs, NJ: Prentice Hall, 1996), p. 200