Assignment 1 - Part 1

(a) Brief overview of “One Leadership Theory”

(b) Describe how you can use this theory to develop your own leadership style.

Zita's Two Thorns

1.1: What are the key issues or problems that Zita faces in this case study?
The key issues Zita faces are entrenched negative behaviours and lack of accountability (probably caused by lack of monitoring and promise of advancement despite lack of performance) have led to apathy toward their roles. Customer expectations not being met and a breakdown of interpersonal relationships within the team have arisen from this apathy.

1.2: Have you had a similar experience, or have you observed something similar?
In my experience this kind of situation often occurs where people are not challenged by their position and come to feel they are "in a rut" occasionally it happens due to a person's personality type, (where they take advantage of a lack of monitoring to do as little as possible) or due to frustration in a position where they have been offered a greater role or expansion of their role which has not come about.

2:  What is your leadership style?
"Participative leaders accept input from one or more group members when making decisions and solving problems, but the leader retains the final say when choices are made. Group members tend to be encouraged and motivated by this style of leadership. This style of leadership often leads to more effective and accurate decisions, since no leader can be an expert in all areas. Input from group members with specialized knowledge and expertise creates a more complete basis for decision-making."

I recognise that this is my most dominant leadership style, the route I most naturally take, however it is also important to take on other styles depending on the need of the situation. In a management position leading staff with lack of experience or knowledge a more authoritative approach is required.
I believe it is important to recognise the skills, strengths and weaknesses of team members to decide which management approach is best utilised in a particular situation.

3.1 How would your behavioural style affect David at work?
My natural behavioural style can sometimes been seen as passive; if the issues with David are partly behavioural he might feel that he can take advantage of my nature to remain in the same negative patterns. If the issues with David are as a result of habit due to not being monitored he might feel that my style would allow him more input and therefore more growth in his position.

3.2 How would you best communicate with David?
I believe that David would already know where his behavioural problems lie and the key to resolving them is to look at why they have arisen. A direct approach would be best to assess this situation. I would highlight the issues to David and ask for his input as to how they have arisen and how he feels that they can best be resolved.

3.3 How would you motivate David?
I would ask David what his goals are and work with him to define small steps towards those goals, particularly so as to gain a future leadership position. Achievable goals and recognition of achievement even if a more senior role is not immediately available should break his apathy.

3.4 How would you encourage David to cooperate at work?
I would encourage David by involving him in team decisions, giving him a feeling of having more responsibility. I would ask that he make suggestions as to how issues with regard to misinformation to customers can be resolved (possibly scripted responses) and ask that he take a key role in making those resolutions.

3.5 What are three ways you could improve your relationship with David?

• Communication; taking the time to hear and recognise how a team member feels about their own role and performance allows for more open communication when future issues arise.
• Showing that I value David's input to the resolution of existing issues increases his feeling of worth within the team.
• Consistency; being consistent in following up the goals and recognising achievements within the framework of those goals would encourage rapport with David rather than him feeling like there was still no way forward in his position.

4.1 Develop an action/performance plan for David to achieve the performance and behavioural requirements of the organisation. Include performance indicators, and a monitoring timeline.

Requirements of the Organisation:

• Act with Integrity, trust and respect;
• Reward an entrepreneurial spirit, a determination to excel and social responsibility;
• Demand leadership in safety, stewardship of the environment and social responsibility;
• Develop the best people in pursuit of excellence;
• Insist on teamwork and honest communication; and
• Demand positive change by encouraging innovation and applying best practices. 

Issues relating to David's performance:

• Arrival at work late despite customer appointments
• Misinformation to customers
• Disdain shown to team mates
• Not following up on allocated work and changing tasks to suit himself
• Shows little initiative

Performance Plan for David: 

Goal 1: Increase customer satisfaction to Organisation's target level

Action Steps	By When	By Whom	Resources/Costs
1. Determine required work hours and need to meet customer appointments	10 June 2014	David and Self	Employment contract and/or job description Work hours Customer appointment diary
2. Establish need for customer appointments to be met	10 June 2014	David and Self	Organisational goals Sales Targets/Figures
3. Establish understanding of information required by customers and need for accuracy.	10 June 2014	David and Self	Organisation's promotional materials and customer information guidelines
4. Develop plan to meet customer appointments and provide accurate information	12 June 2014	David	Customer appointment diary Sales Figures/Targets Promotional materials and customer information
5. Review plan developed by David; give feedback and suggestions for implementation and contingency plan.	13 June 2014	David and Self	Action Plan Customer appointment diary Sales Figures/Targets Promotional materials and customer information
6. Begin plan implementation and weekly monitoring, implement contingency plan if required.	16 June 2014	David and Self	Action Plan Customer appointment diary Sales Figures/Targets Promotional materials and customer information
7. (end point) Determine current customer satisfaction levels and review.	4 July 2014	David and Self	Action Plan Customer Appointment Diary Customer satisfaction rankings

  

Goal 2: Rebuild team relationships and communication 

Action Steps	By When	By Whom	Resources/Costs
1. Review Organisational Values and expectations in regard to employee behavioural standards and teamwork	10 June 2014	David and Self	Organisational values Code of Conduct Policies and Procedures
2.Discuss root causes for behavioural problems and establish an understanding of the impact of personal behaviours on team members (showing disdain, lack of follow up on tasks, changing tasks, customer misinformation)	10 June 2014	David and Self	Organisational values Code of Conduct Policies and Procedures
3.Develop a plan to counter behavioural problems and re-establish positive team relationships	12 June 2014	David	Organisational values Code of Conduct Policies and Procedures Meeting notes of expectations.
4.Review action plan; give feedback and suggestions for implementation and contingency plan.	13 June 2014	David and Self	Organisational values Code of Conduct Policies and Procedures meeting notes of expectations and action plan.
5. Begin plan implementation and weekly monitoring and observation of team interaction, seek review and suggestions from other team members re team interaction, implement contingency plan if required.	16 June 2014	David, Self, key team members	Organisational values Code of Conduct Policies and Procedures meeting notes of expectations and action plan.
6. (end point) Determine position within team	4 July 2014	David and Self	Action Plan Notes from weekly monitoring Feedback from team members.

 
4.2 Suggest ways Zita could communicate the required performance expectations to David and Melita? If you suggest different strategies for each person, clearly identify these and explain to Zita why this distinction needs to be made.

In these cases I believe each person needs to be communicated with differently due to their behavioural patterns and the cause of the problems that have arisen. It appears that David's problems have come about due to believing he has already earned a place in a leadership position but hasn't been awarded such a position whereas Melita has been awarded a leadership position which she did not earn. David would be best communicated with in a consultative manner, by reviewing the cause/s of the issues and being directly involved in with finding and implementing resolutions. Melita, on the other hand, may never have reviewed the Organisation's values and goals and has never shown much interest in her position or responsibilities therefore a more authoritative approach would need to be taken in communicating expectations with her.