Leadership Development Essay: Analyzing Leadership in a Branch Office

This essay analyzes a scenario where a Vice President moves a manager to a branch office facing challenges with low employee morale and difficulties adapting to new software and guidelines. The essay focuses on situational leadership, specifically the "Participating and supporting" style, and how it can be applied to motivate and guide employees with varying levels of experience and readiness. The essay identifies the readiness levels of several employees and suggests tailored approaches, including rewards, recognition, and training. It recommends the adoption of an autocratic leadership style in certain situations to provide clear direction and enforce policies. The essay highlights the importance of addressing employee confusion, improving communication, and increasing employee retention through effective leadership and motivational strategies. References are provided to support the discussion on leadership styles, employee performance, and motivation.

LEADERSHIP
DEVELOPMENT
STUDENT DETAILS

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The Vice President of the company has decided to move his manager in the new
branch office. It has been noted that this branch office is facing challenge where the morale
of the employees is low and they cannot able to cop up with the new software and business
conduct guidelines. In this essay, discussion about the situational leadership will be done.
Apart from this the appropriate leadership behaviour will be identified in this essay.
Situational leadership refers to the part of the leader through which they have to adopt
different measure or leader need to alter there working style to cop-up with the subordinates.
Situational leadership style can also be called as flexible working style changes. In this style,
leader become consistence in adopting appropriate directions to their subordinates in every
step to achievement the targets (Iqbal, Anwar & Haider, 2015).
Selected situational leadership for the Vice President is “Participating and supporting
- Leadership style”. Participating and supporting of situational leadership defines that leader
should passes greater duty to the subordinate (Li, Gupta, Loon & Casimir, 2016). The leader
also needs to focus on non-monetary methods to enhance the satisfaction level of employees
such as: rewards and recognitions, appreciating employees, adopting friendly measures, etc
(Nguyen, Mia, Winata & Chong, 2017).
The readiness level of employees defines in the following way. Amani, has gained the
complete process knowledge and she is working with the current organization from past 6
years. It can be concluded that she knows very well about the working operations of the
company and if she concentrates on her work then she can guide other employees also. She
can act as the asset for the company. Bassmah could not able to master the expertise in the
new software although she was trained for 3 months. It can be noted that her training did not
completed systematically or Bassmah itself did not pay concentrate. The branch office should

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again provide a chance to the Bassmah before consulting with him that he needs to adopt
mastery in this particular software in the upcoming 3 months.
Hadeel and Rawan also working in the company from past 2 in the client contract
segment. They both need to learn new norms for the communication skills with the clients.
They need to pay concentration on satisfying the clients with the positive mindset. For
motivating them, the branch office should increase their incentive amount because monetary
motivation can help them in adopting new skills (Van Der Voet, 2016). Samah, is the new
employees, the company should retain this employee because branch had already incurred the
training cost from last 3 months. Training new employees is the essential part for the
onboard. The branch requires the new resources and they cannot afford to lose talent,
especially after providing them effective and efficient training sessions. Thus, it is advisable
that the branch should conduct the effective operations through which the company ensure
enhance employee retention rate.
The leader needs to adopt the autocratic leadership style in this context. In this branch
office, the leader needs to make the targets for their subordinates that need to be achieved.
Proper guidelines and rules should be set by the leader without the interpretation with the
subordinates. The reason behind choosing this leadership style is that the employees of this
branch has become less motivates and lose their interest in the working practices of the
branch. By adopting autocratic leadership style, the leader will be able to implement policies
on their subordinates. As per the general phenomenon of the management, a leader should
provide task to their subordinate with specific deadline and method to accomplish the task.
(Nguyen, Mia, Winata & Chong, 2017).
In this branch office, many employees are facing the low morale situation and they
are not willingness to put their complete focus on the work. Low representative morale can be

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a genuine worry for a business (Gipson, Pfaff, Mendelson, Catenacci & Burke, 2017).
Miserable representatives can prompt decreased efficiency, poor client care and issues with
worker maintenance. On the other hand, raising worker acknowledgment projects can help
the employees to showcase their talent and dedication towards the work (Li, Gupta, Loon &
Casimir, 2016).
Nothing cuts down the morale of employees more than the “confusion”. If workers
are confused are lacking in directions and they are simply wasting their time and the
organization’s time (Nguyen, Mia, Winata & Chong, 2017). Employees who are in confusion
or face challenges in knowing their specific roles are marked as hidden liability for an
organization (Nanjundeswaraswamy & Swamy, 2014). Sometimes, employees agree in front
of management that all the working guidelines and the company’s norms are cleared to them
but in reality, they have many confusions left in the mind and they hesitate to ask. In such
situation, management need to act smartly to identifies the challenges that are being facing by
subordinates by knowing their working style and by judging the quality of production they
are delivering (Iqbal, Anwar & Haider, 2015).
It has been concluded that the branch office needs to adopt effective measures to help
the employees in staying motivated and inspired. An unhappy employee can cause major
damages to the business and clients. In this essay, discussion is made the branch should use
the autocratic leadership behaviour for guiding employees with the strict rules and guidelines.
The employees of the company need to concentrate on their working style in order to achieve
their targets. In this essay, it has been suggested that the branch also need to adopt measures
to increase the percentage of their employees retention. This particular branch has the high
potential employees but they need right direction from their leader to perform well. Apart
from this, it has been concluded that the manager of this branch needs to adopt autocratic

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leadership style because through this leadership style. He will be able to provide directions to
the employees and help them to achievement their targets.

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References
Gipson, A. N., Pfaff, D. L., Mendelsohn, D. B., Catenacci, L. T., & Burke, W. W. (2017).
Women and leadership: Selection, development, leadership style, and performance. The
Journal of Applied Behavioral Science, 53(1), 32-65.
Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee
performance. Arabian Journal of Business and Management Review, 5(5), 1-6.
Li, Z., Gupta, B., Loon, M., & Casimir, G. (2016). Combinative aspects of leadership style
and emotional intelligence. Leadership & Organization Development Journal, 37(1),
107-125.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in
management, 7(2), 57-89.
Nguyen, T. T., Mia, L., Winata, L., & Chong, V. K. (2017). Effect of transformational-
leadership style and management control system on managerial performance. Journal of
Business Research, 70, 202-213.
Shu, C. Y. (2015). The impact of intrinsic motivation on the effectiveness of leadership style
towards on work engagement. Contemporary Management Research, 11(4), 34-56.
Van Der Voet, J. (2016). Change leadership and public sector organizational change:
Examining the interactions of transformational leadership style and red tape. The
American Review of Public Administration, 46(6), 660-682.