The disposition of situational leadership looks beyond leader traits and into specific occurrences in an organization. This said disposition of situational leadership has the ability to empower subordinates and can effectively manage members in the workplace ( Cubero,2006). This type of leadership could allow the unit managers to individualise their type of management into specific task in certain situations.
In 2011, Stenmark identified situational variables that could affect the decision making of the unit manager, and these are performance pressure and personal conflict. Newton in 1985 supports this when studies found that interpersonal conflict contribute the biggest stressor in job.
To a certain point, contingency leadership is considered …show more content…
In the United Kingdom, contingent management is formally recommended as part of structured regime plans in combination with other interventions of patients with drug and alcohol addiction, more so with patients with diabetes. (Neal, Tompkins & Strang, 2015). The aim of the psychosocial intervention to these types of patients is to encourage and then reinforce positive behaviour changes, such as treatment compliance, by granting incentives that are of value to the patient involved (Walter and Petry, 2014). The downfall of this approach however, is that, the interventions were affected by complex contextual and operational factors that overlapped and changed overtime. Patients who are treated for addiction may have already been motivated to change their behaviour and will not necessarily want contingent management interventions although, over all, the intervention improves the outcome (Neal, Tompkins & Strang, 2015). The criticism of this theory is that there are no standards and criteria of eligibility for the incentives and rewards. Of great note is the period of time to carry out the interventions especially in health-care settings seems not to adhere to a standardized timeframe(Neal, Tompkins & Strang, 2015).To optimize the effectiveness of this approach, the unit manager and staff should have a clear information about what is being offered or proposed (Wilkinson,Nutley and, Davies,2011). The principles of participative leadership are straightforward because the employees are engaged in resolving issues in the organizations, they are involved in giving their ideas and opinions, and lastly participative leadership shows empathy (Timmerman,
In 2011, Stenmark identified situational variables that could affect the decision making of the unit manager, and these are performance pressure and personal conflict. Newton in 1985 supports this when studies found that interpersonal conflict contribute the biggest stressor in job.
To a certain point, contingency leadership is considered …show more content…
In the United Kingdom, contingent management is formally recommended as part of structured regime plans in combination with other interventions of patients with drug and alcohol addiction, more so with patients with diabetes. (Neal, Tompkins & Strang, 2015). The aim of the psychosocial intervention to these types of patients is to encourage and then reinforce positive behaviour changes, such as treatment compliance, by granting incentives that are of value to the patient involved (Walter and Petry, 2014). The downfall of this approach however, is that, the interventions were affected by complex contextual and operational factors that overlapped and changed overtime. Patients who are treated for addiction may have already been motivated to change their behaviour and will not necessarily want contingent management interventions although, over all, the intervention improves the outcome (Neal, Tompkins & Strang, 2015). The criticism of this theory is that there are no standards and criteria of eligibility for the incentives and rewards. Of great note is the period of time to carry out the interventions especially in health-care settings seems not to adhere to a standardized timeframe(Neal, Tompkins & Strang, 2015).To optimize the effectiveness of this approach, the unit manager and staff should have a clear information about what is being offered or proposed (Wilkinson,Nutley and, Davies,2011). The principles of participative leadership are straightforward because the employees are engaged in resolving issues in the organizations, they are involved in giving their ideas and opinions, and lastly participative leadership shows empathy (Timmerman,