Leadership the Main Issue in This Case

Leadership The main issue in this case appears to be that Jessica's training effort has resulted in some unforeseen consequences, with managers treating all employees like they have been instructed to treat the mentally challenged ones. This has resulted in some unhappy feelings among those employees who have been part of the team in the long-term and are not handicapped. Perhaps one of the causes for the situation is that the suggested management style has worked very well with the handicapped people.

It could be that the style has imposed itself subconsciously within the minds of the managing staff. It may be that they are unaware of the changes in their management style and how this is making the staff feel. The first step towards a solution has already been taken by communicating the problem to Jessica. Head chef Tammy and the host Kurt have both communicated to Jessica that they are unhappy about being treated as if they are mentally "slow." Honest communication is key towards finding a solution.

One way to complete a solution might be to meet with all the mentally able staff and their managers. Through open communication, the staff can then make their concerns known, while Jessica should also impress the importance of differentiating management according to the ability of staff members upon managers. 4. It is possible that the meeting may result in agitation on both sides. All communication should therefore be managed very carefully to avoid unnecessary and debilitating anger or fighting.

The advantage of establishing open communication about the matter is that staff will no longer feel uncomfortable letting managers know about any difficulties they experience in terms of working with managers as a team. 5. My final recommendation would be to establish an open channel of communication not only among managers, but also between managers and their staff. Managers and staff should also take several training sessions on communication skills, including speaking and listening. 1. There are two main components involved in the contingency approach to leadership.

First, Fred Fiedler's first version of this model determined the style of the leader as either task-oriented or relationship-oriented (Kinicki and Williams, n.d.). When applied to the situation described, then, one might consider the initial implementation of the program as task-oriented, in which Jessica focused on the task at hand. Her main aim was to help her managers to transition to the newly hired employees as soon as possible.

She provided them with effective strategies for helping these hired persons to adjust to their environment to the greatest and best effect. The theory also includes a component that dictates a leader's ability to adjust to the demands of each leadership situation. After her investigation and interviews with employees, it is clear that both Jessica and her fellow-managers have applied their adjusted strategies with mentally challenged workers to their able-bodied workers as well. This is a relationship-oriented challenge, for which Jessica appears to need some work.

Secondarily, the theory focuses on the necessity of the specific situation at hand (Kinicki and Williams, n.d.). While Jessica's initial strategy seems to have worked, the general effect of the implementation seems to have created some conflict. This will need to be managed. 2. It appears that both Jessica and her management staff have adapted their leadership styles in terms over-compensating for the intellectually individuals on their workforce. Certainly, praising a mentally average or above-average individuals for trivial accomplishments like pressing their shirts or shining their shoes.

Furthermore, it appears redundant to provide minute details to experienced existing workers regarding what is expected of them. The first important step will therefore be a recognition of the various types of staff employed at the establishments. Those who are mentally challenged have certain tasks. These individuals need specific instructions and praise regarding their work. The staff that have been employed for a number of years, however, have different needs. This is, by and large, a relationship-oriented issue.

Managers need to adjust their relationships to staff members according to the specific mental needs of each staff member. Surely a staff member who has performed a certain task for his or her years of employment does not need the same detailed instructions as a mentally challenged person who has just arrived to his or her job. The management staff therefore need to adjust their approach to be more contingency-based in terms of their relationships with each specific worker. For mentally disabled workers, a certain paradigm would be required.

This does not, however, mean that the same paradigm is to.