Name: Pham Nhat Huy

ID: 1712250008

CASE STUDY – SITUATIONAL LEADERSHIP THEORY II

1. According to the SLII model, what style of leadership is Jim using to run the
seminars?

According to SLII model of situational leadership, Jim seems to be using Supportive

style (S3) in an attempt to bring out the skills of the managers. He tried to create easy,
friendly atmosphere with frequent coffee breaks and emphasized on interesting types
of presentations to involve managers into the socializing and networking process. He
did not show the directive approach by neither putting of restrictions regarding
attendance or setting up any goals for the managers for coming to the seminars.

2. At what level are the managers?

As these middle-level managers were experienced lots of ineffective seminars before,

we can assume that they did not really learn and aqquire leadership skills during those
seminars, and therefore their competences were low indeed.
Moreover, they had some negative experiences with the previous programs as saying:
“Here we go again: a fancy in-house training program from which we will gain
nothing.” They felt a little disillusioned about attending the seminar. They were
certain that these previous seminars before was not capable to provide them with some
useful information and Jim’s meetings will be the same.
In summary, these managers are low competence and low commitment (D4) to these
seminars.

3. From a leadership perspective, what is Jim doing wrong?

Jim has established no authority in letting workers arrive late, or not even arrive at all
without any punishment or even mention. He did not create any motivation for the
managers and let them do whatever they want, so they left the seminars to return to
their offices. The managers do not see an importance in the seminar because an effort
is not being made to make sure they attend.

4. What specific changes could Jim implement to improve the seminars?

He could make them mandatory, or set a reward/punishment rule to the managers for
coming. If the mangers get a reward for attending the meetings they are more likely to
come. He should also set a few more rules regarding timing and directions to establish
more authority.
He should consider his relationship to the managers not only as a friend, but also as a
mentor or a coach to guide them during such meetings to follow the right path and
finally achieve the goals of this course which is learning leadership skills.