Foreign Shop-Case-Study-Free-Samples for Students-Myassignment

Questions: 1.What is the usual leadership situation in the auto repair shop ? Describe Alans typical leadership style and evaluate whether it is appropriate for the leadership situation? 2.Describe Alans leadership style during the flood and evaluate whether it is appropriate for the leadership situation. Answers: It has found that Alan is a leader that has effective impact on another colleague as well as followers. The main focus of Alan was on improving the quality of the employee and equipment as well so that target of the company could be fulfilled. He motivates employees to take decision making such as enhancing the quality of employees and buying latest equipment. As per the decision making model, the leadership style of Alan suits in the G2 category which refers Alan is able and encourage employees to share the issues with their colleagues and motivate them to engage in the group in consensus to find out the final solution (McCleskey, 2014). As individually, Alan should choose the directive situations to Kirk, as he one of the young employee in the shop due to his lack of experience and the talent of his background, he was entirely different from others. Kirk started to feel that he did not choose a right track and he is unmotivated than the other workers. Thus, in that condition situational leadership style can be chosen, where Alan and Kirk are in the situation where they are having a lack of relationship and expected tasks. In that condition they have to go in the situation where Alan can make the opportunity of his talent background which will be beneficial to him make a close relationship bond with other colleagues. The behaviour of Alan is found relationship oriented. It is done because his behave with other colleagues is more likely to much attentive and humble and he get will from his mechanics (Donate and de Pablo, 2015). He is the person who beliefs in what he give, what he gets, which encourages him to respect others. He respects his mechanics and prepares effective information to be given individual autonomy. The behaviour of Alan has power to create a positive environment for the employees. He would also describe empathy to his colleague and followers. He is always there when his workers needed most. By the case study, Alan mostly uses participative leadership. His behaviour is the reason of positive environment because he gained trust from employees and fulfil his commitment with mechanics (Thompson and Glas, 2015). Along with that, he tries to be a friend instead of the boss and initiate organize to welfare and interest of his followers and being more supportive and towards his team. It is the nature of Alan that he does not interfere so much in the work of mechanics until and unless they need advice. Employees of the shop get supervision from Alan time to time. All employee of the shop is high skilled but they have to face challenge regarding diagnosing problems in cars and repairing them, apart from that self contained task with moderate variety. To make them feel not burdened, he tries to perform task with enjoying the work. This attitude of Alan makes him lead model of the organization. Mechanics and employees of the organization are starting to inspire from him. Thus, it h as been seen that the nature towards the employees of Alan is very effective which show the effective leadership of his. 2.The behaviour of Alan is appropriate towards the situation. He recognizes the danger of flood and the requirements for immediate actions to prepare protection guard for it by effective monitoring and evaluating. He immediately act on situation and was able to organize a group to protect assets at the shop from the worst impact of water damage. Alan focuses that time to modify his leadership style into the mechanism to follow his orders. His behaviour at that time was not considered as friendly and inclusive. The leadership style of Alan at that situation was Authoritarian. It has been found through case studies that although, the behaviour of Alan at that situation was authoritarian but he is open to suggest others and get ideas from others (Yukl, 2012). The situation of a flood is very complicated because the mechanics of auto shop do not identify the danger, and along with that they do not believe that Alan is serious about the flood situation. They are confused through his directive behaviour because that style was so different from usual days. Once the danger recognized by mechanics, they will be essentially motivated to protect themselves from danger of flood. At that situation when Alan finds that nobody is concentrating him, he becomes more assertive towards his direction, his voice come out with authoritative voice and he use non verbal behaviour such as stern expression and angry face. At that situation Alan was firm but he did not utilize his power to threat and insulting others. The crisis of flood is novel not only for Alan but also for the mechanics. Once the mechanics of auto shop starting to follow his instructions, Alan is approachable to effective suggestion regarding other things that need to be required to avoid th e damage due to flood. Thus, while being authoritarian, he is not only deal with mechanics with autocratic behaviour but also manage situation by sympathetic to effective ideas and views from his subordinates (Renko, Tarabishy, Carsrud and Brnnback, 2015). Apart from that the behaviour of Alan after this situation is very supportive and helpful towards all employees. Alan appreciates to all mechanics and his team to help him for protecting a huge asset from water damaged. He enhances the team efforts. Hence, it is proved that the leadership style of Alan is very effective during the situation because it is not possible to perform in the well manner in every situation by showing only one leadership style. Alan is an example of effective leaders who show the effective leadership style as per situation (Jung and Park, 2017). Alan is attentive and followed the efficient step when facing a crisis such as immediately identified the nature of the problem. He takes directed and immediate action without wasting time a lot. References Donate, M.J. and de Pablo, J.D.S., 2015, The role of knowledge-oriented leadership in knowledge management practices and innovation, Journal of Business Research, 68(2), pp.360-370. Jung, J.C. and Park, S.B., 2017, Volkswagens diesel emissions scandal, Thunderbird International Business Review, 59(1). McCleskey, J.A., 2014, Situational, transformational, and transactional leadership and leadership development, Journal of Business Studies Quarterly, 5(4), p.117. Renko, M., El Tarabishy, A., Carsrud, A.L. and Brnnback, M., 2015, Understanding and measuring entrepreneurial leadership style, Journal of Small Business Management, 53(1), pp.54-74. Thompson, G. and Glas, L., 2015. Situational leadership theory: a test from three perspectives. Leadership Organization Development Journal, 36(5), pp.527-544. Yukl, G, 2012, Introduction: Effective leadership behaviour, In Leadership in organizations (8th ed., pp. 276), Upper Saddle River, N.J.: Prentice-Hall