Situational Leadership: Techniques to Manage and Mitigate Conflicts in a New Branch Office

Running Head: SITUATIONAL LEADERSHIP 1
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SITUATIONAL LEADERSHIP 2
Introduction
Several leadership theories evolved in the past few decades among which the
situational leadership model is considered to be the most significant as it asserts reasons
behind applications of different leadership styles for managing employees effectively
(Ghazzawi, Shoughari, & Osta , 2017). This report will analyse situational leadership
style to emphasizes upon leadership techniques required to manage and mitigate conflicts in
the new branch office.
Readiness level of employees
A theory developed by Paul Hersey and Kenneth Blanchard, known as the life-cycle
theory of leadership determines the readiness level of an employee's leader considers
influencing. The ability referred to as knowledge, skill, and experience possessed by
employees is known as job readiness. Willingness is motivational factors impacting the
commitment levels required to accomplish the task goals. Further, leadership may diversify
depending upon the level of readiness in followers. According to Meier (2016), a situational
leadership model considers utilizing a combination of four diversified work-related readiness
levels alongside four elementary leadership styles to accesses employees behavior and select
appropriate leadership style.
Of the five employees, Amani seems to show the readiness ‘able to work but
unwilling to take responsibility’ as he has the ability and experience to perform but does not
show the motivation to use his ability. Both Basmah and Samah shows ‘inability to perform
besides showing an unwillingness to take responsibility'. Although Basmah has four years'
experience and mastered new software, his attitude reveals that he is unable to perform as
well as lacks commitment level. Samah lacks experience and does not comprehend his job
role alongside showing insecurity and lack of commitment. Hadeel and Rawan's readiness