The Contingency Leadership Model: A Case Study of a General Manager

Running head: CONTINGENCY LEADERSHIP MODEL
Contingency Leadership Model
Name of the Student:
Name of the University:
Author Note:

1CONTINGENCY LEADERSHIP MODEL
Answer 1:
Raphael applies a combination of legitimate political and rewards power to lead his
team of subordinates. The case study shows that he projected the targets achieved by his
subordinates to gain recognition before the senior managers and the apex management. He
did not consider it illegitimate to use the performances of his followers to gain his own
recognition. However, it can be pointed out that he used his power unethically to gain more
recognitions and rewards. It can be pointed out that these rewards and promotions would
once again increase his power to project the performances of his followers to gain further
promotions. Thus, Raphael used legitimate political power and rewards power to lead his
team and take credit of its performances for his own professional benefits like promotion
(Keskes 2014).
Answer 2:
Barry should complain against the unethical practices of Raphael to exploit the
performances of his team members to obtain his own professional development. He should
complain to his skip level managers and the apex management about this unethical practices
of Raphael. He should substantiate his complaints using statistical figures which would prove
his high level performances before the senior management. He should also point out the
devastating impacts of Raphael’s immoral activities on the motivation, morale and
performances of the juniors. These strong evidences against Raphael would enable the apex
management takes steps against him (Flin et al. 2013).
Politicking is the appropriate method, which Barry can use to highlight his own high
performances before the apex management and his skip level manager. He can use five
political ways to retaliate the unethical practices of Raphael. First, he can approach Raphael

2CONTINGENCY LEADERSHIP MODEL
directly and speak to him about the unjust practices the latter is practicing. The case study
show that Raphael and Barry were once peers and enjoyed great professional relationship.
Barry can point out to Raphael that the practice of taking credit of his performances by the
latter is having devastating impact on his motivation and hampering their career growth. If
Raphael does not cooperate with Barry and uses his power to subdue him, Barry must use the
second strategy of asserting his performances before the apex management and his skip level
boss. He should support his claim of legitimacy of promotion to higher posts on the grounds
of his high performances (Getha-Taylor et al. 2015). The third step would be forming
coalition with other employees but it is not very prudent as Raphael might come know of his
stances. This may give him scope to counteract Barry legitimate claims using his superior
position in the organisation. The fourth approach, which Barry can take, is to appear
indispensible before the management using his superior performances. The last step, which
Barry can take, is to obtain support the apex management, skip level boss and gain the
permission to report directly to them. He might also gain the permission to join a different
team (Carter et al. 2013). Thus, Barry can approach the apex management, appear
indispensible, claim his legitimate right to take advantage of his high performances and gain
the support of the management.
Answer 3:
Excessive whining and complaining against the seniors reveal the insecure position
and the acute performance lack in employees. However, there are also other ways, which
employees can take to complain against injustices. They can approach their skip level
managers and bosses to complain against unfair treatments in the hands of their seniors.
However, they must support their claims with strong evidences. This will make them claim

3CONTINGENCY LEADERSHIP MODEL
appear legitimate and substantial thus enabling the management to take actions to deal with
the matter (Namasivayam, Guchait and Lei 2014).
Barry can avoid being a whiner by substantiating his claims with statistics and figures
proving his performances. This will allow the apex management and the skip level mangers
to look into his matter. This will allow them to take legitimate actions to ensure that Barry
gets due crefit for his performances and is not exploited by Raphael. This procedure of
supporting his claims with proofs will help Barry to make his claim appear legitimate and not
like whining (Dinh et al. 2014).
Answer 4:
Barry should look for another job if the apex management is not able to give positive
outcomes and take steps against Raphael. He should first approach Raphael and explain him
the harmful effect his exploitative actions are having on his team members including
himself(Barry). If his attempts to reconcile things with Raphael fail, he should approach the
management to take actions against Raphael. He must substantiate his claim with figures
proving his high level of performances. If the management fails to come up with a solution to
the problem, then Barry must change his job. However, if the management succeeds in taking
up steps against Raphael, he must not change his job (Thompson and Glasø 2015).