SCENARIO $11-1$ You have discovered that the area managers in your organization seem to have different styles. In an effort to understand their styles, you decide to use Hersey and Blanchard's Situational Leadership. Jack is $66$ years old, has been with the company since he was $24,$ and plans to retire at the end of the year. His employees are all exper$$enced and productive employees in their jobs, and so he seems to "leave them alone" most of the time. Jack is generally not able to work well with Jill, who is a recent addition at the company, has an MBA and five years of industry experience at one of your main competitors. Jill's attitude is upbeat and she is always encouraging her employees to work together because they have a "common stake" in the organization. Her employees are also experienced and productive employees and seem a bit frustrated with all the meetings and planning sessions Jill holds. Doug is a former military sergeant. Doug doesn't trust his employees to complete job tasks at all times, so he supervises them closely. He has told you before that his employees don't complete all of components of the job properly; when productivity has to be pushed, health and safety tasks get ignored and accident numbers go up; when there is no pressure to get a product run completed, often the quality control checks are dropped from the work routine, as the employees just don't seem to care. Doug sees it as his job to redirect the workers when they ignore or forget to complete these tasks correctly.

Refer to Scenario $11-1.$ According to situational leadership, if Doug's employees accept all parts of the job and add health and safety routines and quality control checks to their jobs at all times, then Doug will be able to lead, according to the managerial grid, as