Situational Leadership Theory Case Study

This case study examines the application of Situational Leadership Theory in a workplace scenario involving power dynamics between a subordinate, Barry, and his superior, Raphael. It discusses the misuse of power by Raphael, who takes credit for Barry's work, and outlines strategies Barry can employ to assert his contributions and seek recognition. The study emphasizes the importance of adapting leadership styles to different employee categories and highlights the ethical challenges in leadership roles.

Running head: SITUATIONAL LEADERSHIP THEORY
Situational Leadership Theory
Name of the Student:
Name of the University:
Author Note:

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Answer 1:
The case study shows that Raphael uses a combination of legitimate political
behaviour and reward power. Raphael got promoted as the boss of Barry and thought it
legitimate to take credit for the performances of the later. He started taking credit for their
performances because thought as a superior he could take credit of their efficiency.
Northouse (2015), states that superiors in the workplaces use their power and influence to
take credit for their followers’ performances. They misuse their power to suppress their
legitimate ownership of performances, which actually belongs to their subordinates. As far as
Raphael is concerned, he usurps the credit of his followers to gain appraisal and promotions
in the eyes of the apex management. Johnson (2017) points out that leaders should use their
powers and influence to bring about career development of both their subordinates and
themselves. One can point that the case study bears no evidence of Raphael taking initiatives
to empower his subordinates or providing them with training. However, he usurps their
performances to gain his own promotions and career development. Thus, one can point that
Raphael uses rewards power to gain higher organisational position (Gerber et al. 2016). This
gaining of promotions would in turn give him power to usurp the performances of his
subordinates and exploit them. Thus, it can be inferred that Raphael uses legitimate and
rewards power while leading his subordinates.
Answer 2:
Barry should complain about the misuse of power by Raphael and usurping his
performances to gain his own promotions. He should complain to his skill level manager and
his senior bosses about this illegitimate use of power by Raphael so that he could highlight
his own performances before the higher management. The top management would be aware
of the performances of Barry which would earn him the due promotions and recognition for

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his performances. This would also reveal legitimate but unethical actions of Raphael, which
would allow the higher authorities to take steps against him.
Barry should complain to his skip level manager and to the higher authorities against
the misuse of power and position by Raphael. He should approach the skip level manager and
the senior managers confidentially and ensure that they confide with him so as not to reveal
his identity to Raphael. Barry must substantiate his claim of high performance worth of
recognition by facts and statistics proving his high level of performances. These figures and
facts would help him to prove his efficiency more, strongly which would ensure him the due
recognition for his performances.
Barry could use politicking as a power tactic to highlight his own performances
before the apex management and his skip level boss. There are five politicking strategies,
which Barry can consider to prevent Raphael from usurping his due credits for performances.
The first approach is developing amicable and friendly image, the second approach is to
appear indispensible while the third approach consist of developing coalitions. The fourth
approach is to assert his own claim to his performance and lastly, gain support from higher
authorities. It appears that Barry had shared great understanding with Raphael in the past but
could not approach him now due to his higher position of the latter. Thus, the tactic of
building relationship with Raphael was not feasible. The second approach is to appear
indispensible before the management. The case study shows that Barry was an efficient
employee and hence he can use the high performance of his to appear indispensible before his
employer. The third approach consists of making coalition with fellow employees, which
may attract Raphael’s attention. Hence, this approach is not feasible. The fourth approach,
which Barry can use to highlight his own high performance before the management, is
asserting his performances using statistics and performance related figures. It is clear that
Barry can use this approach using his high performances. The fifth approach, which Barry

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can take, is to gain support of his skip level boss and senior managers. It can be pointed out
that Barry can use this tactic since he is efficient. The above discussion shows that Barry can
use three power tactics to highlight his own high performance before the management to gain
promotions and appraisals. They are, proving himself indispensible, asserting his status of
being an efficient employee and gaining support of higher authorities.
Answer 3:
Whining and complaining definitely leads to diminishing of power and influence
within an organisation. Liden eta l. (2016) point out that efficient and senior employees use
their influence and leadership qualities to deal with conflicting situations with their bosses.
The given case study shows that Raphael used to usurp the performances of Barry and take its
credit to gain recognition before the senior management. Here if Barry complains to the
higher authority against Raphael, they may look at this action as a sign of insecurity and lack
of authority.
Barry can avoid being a whiner or a complainer by taking certain alternative steps.
First, he can first speak to Raphael and point it out to him that it is unethical to take credit of
others’ performances. He can also inform Raphael that the usurping action of his is affecting
the motivation level negatively. If Raphael uses his power to influence him, the second
approach Barry can take is inform the skip level manager about the unethical practices
followed by Raphael. He can substantiate his claim against Raphael by using statistics and
figures proving his high level of efficiency. This would allow the management to understand
that is claims are legitimate and ethical. Thus reporting to the upper level management about
the unethical actions of Raphael and supporting his claims using statistics would make the
concern of Barry legitimate and he would not appear to be a whiner.

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Answer 4:
Barry should start looking for a new job and simultaneously seek management
support to prevent Raphael from taking credit for his performances. He should first confront
Raphael and point it out to him that he is being unethical by taking credit of others’
performances. If Raphael continues exploiting him, she should raise it with the skip level
managers and the apex management. He should substantiate his claims with statistics and
figures highlighting his performances. He should also highlight that Raphael’s unethically
taking advantage of the performances of his subordinates is affecting their motivation to
perform highly. If discussing with both Raphael and the top management fail, Barry should
look for a new job.
Barry should look out for a new job if the discussions with Raphael and the senior
manager prove be unsuccessful. This is because Raphael took credit of Barry’s efficiency and
did not highlight it before the apex management. This unethical action of Raphael is liable to
prevent Barry from availing promotions and recognitions for his performances. This in turn
would lead to hampering his career growth. He should consider switching job and take up
employment with another employer. However, if the discussions with Raphael and the top
management prove to be successful, Barry should not change his job and continue working in
the company (Robbins et al. 2017).

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Answer 5:
1st part:
Situational leadership theory:
Barry should use situational leadership theory by Hersey and Blanchard, a type of
contingency leadership theory to lead his new team of subordinates. The situational
leadership theory recognises four categories of subordinates and points out leadership styles,
which leaders can use to lead these four categories of subordinates. The first category
consists of employees having lower level of skills and motivation. The leaders and the
departmental heads using the telling style of leadership by giving them clear directions and
supervising their performances on daily basis. The second category of team members
comprises of members having high degree of motivation but low degree of knowledge.
The leaders while supervising these individuals use selling style of leadership, which
involves giving clear direction and measuring performances on regular basis. However, since
the subordinates are motivated, the leaders allow them to participate more than the first
group. This ensures that these workers acquire more knowledge and skill by participating in
the team actions. The third group of subordinates consist of workers who have great
knowledge, skill and experience but lack motivation. According to Li et al.(2015).,
empowerment of employees boosts their motivation level. Thus, it can be pointed out in other
words lack of empowerment results in lack of motivation to perform in spite of skills and
years of experience. The leaders use participating leadership style to encourage the
employees to participate in the team meetings. This category of employees is usually senior
employees. These experienced employees usually contribute greatly to the team strategies
using their years of knowledge, skills and experiences. The last group of employees consists
of senior and the highly performing employees who have both high degree of knowledge and

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motivation. This group of employees are designated with important positions and vested with
leadership responsibilities. The above discussion shows that there situational leadership
theory is appropriate because recognises the four types of followers in a team and assigns
four different leadership styles to lead these followers (Northouse 2015).
Barry can use situational leadership style to lead his new team. A new team consists
of team members of four categories and Barry can deal with them using four different
leadership styles. For example, he can direct and use telling style for inexperienced team
members lacking motivation. Again, he can delegate substantial powers upon senior
employees in the new team who have motivation and years of skills and knowledge. This
would enable him to lead the new team by catering to the leadership needs of every member
(Thompson and Glasø 2015).
2nd part:
Barry can use situational leadership style to lead and manage his new team by
catering to the needs of every member. He can use telling style to lead the inexperienced
junior members lacking motivation. He should train them to increase their knowledge and
motivation level. He should supervise the performances on regular basis and mentor them to
improve the capabilities (Fong and Snape 2015).
Barry should manage the second group of employees having minimum experience but
high motivation using the selling leadership style. He should assign them work and clear
directions. He should supervise their performances and provide them with training o imprive
their skills.
The third group of employees consists of employees having high degree of skills
and knowledge but low motivation. Barry should manage them by allowing them to

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participate in the team meetings. This would enhance their self esteem and sense of
responsibility. It will increase their motivation and they would willingly contribute towards
achievement of the team targets. These senior employees can also help Barry by mentoring
and coaching the first two categories of employees (Humborstad and Kuvaas 2013). They can
share the leadership responsibilities of Barry, which would ultimately contribute operation of
the team more efficient.
Barry can manage the fourth category of subordinates having both experience and
motivation by delegating them important decision-making positions in the team or the
department. These employees can motivate the other categories of employees by their high
level of performances (Salge, Glackin and Polani 2014).
Barry in order to manage these four categories of employees should ensure
coordination and cooperation among the junior and the senior employees. He should provide
training to the first two categories of employees to increase their motivation and competency
level (Zhang et al. 2014). Similarly, the other two group of employees should be give
strategic position in the team and should be encouraged to participate in the team meetings.
This would create job satisfaction and self-esteem in them and they would contribute more
proactively towards team performances. Barry should manage these four categories of
employees to retain them and ensure that they improve their competencies on regular basis
(Maruping and Magni 2015). He should also ensure their appraisals and career growth based
on their level of performances.

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