Expert answer:Leadership Theories Situational and Contingency Ap

Solved by verified expert:Read Case Study 5.2, “Why Aren’t They Listening?” attached. Answer the four questions at the end of the case study.Directions:Write a three-part essay (i.e., an essay that includes an
introduction paragraph, the essay’s body, and a conclusion paragraph)
that addresses the assignment’s guide questions. Do not address the
questions using a question and answer format. Your well-written paper should meet the following requirements:Be 4 pages in length, which does not include the
title page, abstract or required reference page, which are never a part
of the content minimum requirements.Use academic writing standards and APA style guidelines.Support your submission with concepts, principles, and theories from the textbook and at least 4 scholarly, peer-reviewed journal articles unless the assignment calls for more.
casestudy.docx

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Why Aren’t They Listening?
Jim Anderson is a training specialist in the human resource department of a large
pharmaceutical company. In response to a recent companywide survey, Jim
specifically designed a 6-week training program on listening and communication
skills to encourage effective management in the company.
(Continued)
112 LEADERSHIP THEORY AND PRACTICE
(Continued)
Jim’s goals for the seminar are twofold: for participants to learn new
communication behaviors and for participants to enjoy the seminar so they will
want to attend future seminars.
The first group to be offered the program was middle-level managers in research
and development.This group consisted of about 25 people, nearly all of whom
had advanced degrees. Most of this group had attended several in-house training
programs in the past, so they had a sense of how the seminar would be designed
and run. Because the previous seminars had not always been very productive,
many of the managers felt a little disillusioned about coming to the seminar. As
one of the managers said, “Here we go again: a fancy in-house training program
from which we will gain nothing.”
Because Jim recognized that the managers were very experienced, he did not
put many restrictions on attendance and participation. He used a variety of
presentation methods and actively solicited involvement from the managers in
the seminar. Throughout the first two sessions, he went out of his way to be
friendly with the group. He gave them frequent coffee breaks during the sessions;
during these breaks, he promoted socializing and networking.
During the third session, Jim became aware of some difficulties with the seminar.
Rather than the full complement of 25 managers, attendance had dropped to
about only 15 managers.Although the starting time was established at 8:30,
attendees had been arriving as late as 10:00. During the afternoon sessions,
some of the managers were leaving the sessions to return to their offices at the
company.
As he approached the fourth session, Jim was apprehensive about why things
had been going poorly. He had become quite uncertain about how he should
approach the group. Many questions were running through his mind: Had he
treated the managers in the wrong way? Had he been too easy regarding
attendance at the sessions? Should he have said something about the managers
skipping out in the afternoon? Were the participants taking the seminar
seriously? Jim was certain that the content of the seminars was innovative and
substantive, but he could not figure out what he could change to make the
program more successful. He sensed that his style was not working for this
group, but he didn’t have a clue as to how he should change what he was doing
to make the sessions better.
Chapter 5 Situational Approach 113
Questions
1.According to the SLII model (see Figure 5.1), what style of leadership is Jim
using to run the seminars?
2.At what level are the managers?
3.From a leadership perspective, what is Jim doing wrong?
4.What specific changes could Jim implement to improve the seminars?
…
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