Management - Analysis of Usual Leadership Situation

Running head: MANAGEMENT
Management
Name of the Student
Name of the University
Author note

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Question 1- Analysis of Usual Leadership Situation in Auto Repair Shop and Description
of Alan’s Typical Leadership Style and Evaluation of Appropriateness for Leadership
Situation
The usual kind of leadership related situation in the foreign auto repair ship can be
analyzed with the assistance of the situational leadership style and models which includes
Fiedler’s Contingency Theory of Leadership Effectiveness, Hersey-Blanchard Situational
Leadership along with Path-Goal Theory as well. The method which has been used in the
respective aspect of the case study is Fiedler’s Contingency Theory of Leadership
Effectiveness for analysing the usual leadership situation in the auto repair shop. The
respective model can be utilised for analysing the environmental factors of LPC model of
leadership which can be analyzed from the case which is related to analyse relationship
between member and leader should good (Zulfqar et al., 2016).
From the respective case analysis, it is evident that Alan works along with the
mechanics when he is not at all tiring with the managerial kind of work. Therefore, such
mechanics approach him for any kind of help if required. The high structured task is
considered as the entire work of car repairing as well as leading monotonous level
maintenance is being designed in an appropriate manner with the standard kind of procedures
along with standard time for performing repair related task (Veenema et al., 2017). Alan has
been the owner as well as manager of auto repair shop is capable of exercising power through
planning of work schedule along with assigning the work mechanics for working on specific
cars itself.
The Path Goal Theory can be applied in the respective case through analysing the
tasks which are involved along with analysis of the features of various subordinates. The Path

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Goal Theory helps in suggesting the fact that in the respective aspect, the leaders need to
consider task along with features associated with the subordinates while choosing the style of
leadership which needs to be adopted (Vahl, 2018). In the respective case, the nature of the
job varies from high skilled specialized to the general mechanical jobs as well. Additionally,
the characteristics of the job mechanics mainly vary from being old as well as skilled to the
ones who are new and inexperienced. Lastly, the Hersey Blanchard Situational Style of
leadership can be applied to the respective case for identifying situation of the usual
leadership style which is being followed in the respective case (Shapiro & Stefkovich, 2016).
Through the respective style of leadership, it is successful in analysing the readiness of the
different subordinates along with experience as well as motivation that can be categorized in
four major categories which includes:
 R1- Inexperienced as well as less motivated
 R2- Inexperienced as well as Motivated
 R3- Experienced, however not at all motivated
 R4- Experienced along with Motivated
In accordance to the respective case, Hans and Gill are the oldest employees and they
have high level of expertise and they hardly make any mistakes. On the other hand, Herbie as
well as Bart are skilled mechanics with own kind of specialization which shows that they are
interested and they fall under R4 category. While, Kirk is young worker and he has been
resigning himself in the auto repair work falls in the R1 category. Lastly, La Mont as well as
Joanie belongs to R2 category of the model as they both are considered to be young and their
morale is high in performing the tasks successfully (Mitchell & Reiter-Palmon, 2017).
With reference to the case, it can be seen and analyzed that Alan has been capable of
adopting the proper mixture of the laissez-faire along with participative kind of leadership

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style wherein he encourages the different employees for becoming more participative in
managing the decisions successfully. He does not invest much time on supervising the
mechanics which is the most appropriate aspect. However, from the view of the respective
case, it can be seen that the respective styles of leadership are relationship-oriented and is not
much effective in case of the situation of leadership. In the respective scenario, authoritative
or autocratic kind of leadership is the most effective style which can be followed for making
Alan more task oriented and it will be helpful for managing the different kinds of employees
successfully (Hess & Miller, 2017).
Question 2- Description of Alan’s Leadership Style During Flood and Evaluation of
Appropriateness for Leadership Situation
During the flood occurred, it has become evident from the fact that Alan has been
capable of utilising the authoritarian leadership style for managing the different situations
successfully. From the case, it has been made clear that Alan has been capable of holding
more assertive tone and starts directing the mechanics on what he can perform and how
successfully will he be able to do it. It has been seen that autocratic kind of leadership
showcases negative image of the leader and due to the same, there can be formation of
arguments among the leaders and followers (Hariri, H., Monypenny & Prideaux, 2016).
With reference to the respective case study, Alan has chosen the authoritarian kind of
leadership style that is effective in comparison to the style of leadership he adopted at usual
situation of leadership which included the laissez faire or participative kind of leadership
style. In such scenario, he did not spend much amount of time of directing and managing the
employees. If Alan would have followed the similar kind of approach of leadership during
the time of the occurrence of the flood wherein he would have left the entire decision-making
aspect on the employees, it would have led to the damage in the property and the employee’s

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safety would be forsaken. In addition, the different employees working with him were
immune to the laid-back attitude of Alan and in such situation, there was no such other
alternative other than becoming assertive and strict (Clifton, 2017).
However, on the contrary, the autocratic leaders are considered to be hostile as well as
aggressive that can be leading to losing of the interest among the subordinates for working.
However, when the same is being used in the right kind of context, it can be resulting into
efficient as well as productive approaches that will be leading to the effectiveness in the
process of achieving the goals in the company as well as managing the employees in a proper
manner.

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References
Clifton, J. (2017). Taking the (heroic) leader out of leadership. The in situ practice of
distributed leadership in decision-making talk. In Challenging leadership stereotypes
through discourse (pp. 45-68). Springer, Singapore.
Hariri, H., Monypenny, R., & Prideaux, M. (2016). Teacher-perceived principal leadership
styles, decision-making styles and job satisfaction: how congruent are data from
Indonesia with the Anglophile and Western literature?. School Leadership &
Management, 36(1), 41-62.
Hess, J., & Miller, B. (2017). Emotional Intelligence, Physician Leadership and Decision-
Making within the Clinical Organization. Oklahoma State Medical Proceedings, 1(1).
Mitchell, K., & Reiter-Palmon, R. (2017). Creative leadership: How problem solving,
decision making, and organizational context influence leadership creativity. In The
Cambridge Handbook of Creativity across Domains (pp. 363-380). Cambridge
University Press.
Shapiro, J. P., & Stefkovich, J. A. (2016). Ethical leadership and decision making in
education: Applying theoretical perspectives to complex dilemmas. Routledge.
Vahl, R. (2018). Leadership in Disguise: Role of the European Commission in EC Decision-
making on Agriculture in the Uruguay Round. Routledge.
Veenema, T. G., DeRuggiero, K., Losinski, S. L., & Barnett, D. (2017). Crisis Leadership
and Decision-Making: Hospital Administration and Nurse Leaders' Concerns for
Disaster Response.

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Zulfqar, A., Valcke, M., Devos, G., Tuytens, M., & Shahzad, A. (2016). Leadership and
decision-making practices in public versus private universities in Pakistan. Asia
Pacific Education Review, 17(1), 147-159.