Question

You are an experienced manager, and you fortunately have the ability to use all four managerial styles: directing, coaching, supporting, and delegating. You are currently working at Delaware Ignition, an automotive ignition manufacturer. Your team consists of engineers who are very experienced, but most have gone through several rounds of layoffs in other jobs. They are nervous about how things might play out at Delaware Ignition. Your boss has given you 2 months to create a more efficient ignition coil. Based on Situational Leadership II, what should you do? a)You should allow the engineers to do the project on their own, since they have the experience. Tell them to report back to you when they have a working model. b)You should work closely with the engineers to schedule the project and then stay in contact so that you can frequently offer reassurance and support. c)You should let the engineers handle the technical details on their own. d)Your job is to give them the resources they need to get the work done and to offer reassurance that things will be okay at Delaware Ignition. e)You should work closely with the engineers to schedule their work and create the new design. Share your expertise freely.

Answer 1

The best approach given the experienced yet anxious team of engineers is to combine a supporting and coaching managerial style. Engage closely with the team to provide both technical guidance and emotional reassurance, aiming to enhance their confidence and productivity.

Step-by-step explanation:

Based on Situational Leadership II and considering the context of Delaware Ignition, where engineers are very experienced but may also be anxious due to past layoffs, the most appropriate managerial style would be a mix between supporting and coaching. Although the engineers are technically proficient, their nervousness about job security could impact their efficiency and innovation. Therefore, the right approach would involve:

• Working closely with the engineers to schedule the project, indicating a strong supporting approach.
• Staying in regular contact to provide reassurance and emotional support, building their confidence in the stability at Delaware Ignition.
• Sharing expertise freely to help them in areas where they might lack knowledge or confidence, reflecting a coaching approach.
• Facilitating a collaborative environment where the engineers feel empowered to contribute and feel their efforts make a difference, fostering mutual respect and collegial relationships.

This approach not only promotes the creation of a more efficient ignition coil but also contributes to a more committed and secure team, which aligns well with modern flat organizational structures and collegial approach.

Answer 2

b)You should work closely with the engineers to schedule the project and then stay in contact so that you can frequently offer reassurance and support.

Step-by-step explanation:

It is better to work with the engineers on the project. This is because the engineers have professional experience and they are new on the job. However, you should also create enough time to properly schedule and check the progress of the project. You should also provide enough encouragement and relevant support.