uirements. At the orgall irements are determined in the d heaningful fashion to
ID: 332295 • Letter: U
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uirements. At the orgall irements are determined in the d heaningful fashion to the workforce of the hospital scade goals. Action plans to Situational Lead reated, aligned, and communi orkforce. Goals and in-process and used to set direction Leadership in Action $2 A large pharmaceutical manufacturer was highly moti vated to meet quality challenges. It impleme ISO 9000-compatible quality system to ensure not cally reviewed and course cor 9000-com to ensure performance ly FDA compliance requirements, but also customer on complianc ecessary performance creates a rhythm satisfaction. As the manufacturing plants of the nization were audited by the internal audit divisio challenge, while others continued to struggle in bo Capability Determination/ the became apparent that some plants were meeti and Development System and rmance. Develop the quality and the regulatory aspects of producti oth This fact was evident in the reports of internal findin and in FDA inspection reports Stretch goals established in the t with the status quo prompts and innovate through As leaders For the most part, the manufacturing plants share consistent resources and face similar environments All were issued the responsibility of meeting th quality system through the same mechanism. All understood the consequence of n conforming, that is, of jeopardizing their manufactur rmance, scan the environment tional challenges, communication expectations of the a ce from the Advocate Health Care ing license as bound by the consent decree. The isr then became why some plants could successfully Senior Leadership Team and to all design and implement the requirements of the qualit at all organiza- system, whereas others could not and till cannot, that the overall intent of governance Although the plants are similar in many ways, they acked through measures and goals. differ in terms of leadership, as each plant has its own transparency and equity for all sta- CEO. The CEO, as the leader of his or her plant, has the eming Council committee oversight, responsibility of ensuring the successful implementation s and through the diverse composition of a quality system. The plants also differ in their orga review of metrics, the mission, nizational members, those who are to be led by the and Sandards of Behaviors CEO. The relationship between the leader and the orga nizational members is critical to a plant's ability to nitiatives, market share has implement an effective quality system, with effectiven tisfaction has exceeded the 90th per ?for multiple segments, and atisfaction reached the 97th percentile. spraked GSAM #1 in Illinois and #4 being a measure of how successfully a plant can comply ysician With FDA regulations and internal quality standards. Both plants have a similar culture that can be be described as conserving, reflecting a level of rig esponse to the external environment, but demonstra overall hospital care in 2010, one of organizational commitment. The strategy tü the leader in Plant A was a combination of m patient odera gh amounts of structuring actions, wit moderate amounts of inspiring actions, strategy used by Plant B's CEO was a c of moderate to low amounts of structurin with moderate to high amounts of inspi whereas theExplanation / Answer
Type of Situational Leadership Style did the CEO of Each Plant Demonstrate
After the comprehensive analysis of Plant A, it is clear that CEO is utilizing the directing style of situational leadership. He is actively involved in coaching the manpower and due to task-focused methods employees are not able and prepare to work efficiently. The employee lacks required skills which are essential for the performance of the job. Usually, there is a very limited communication between CEO and the employees as the main responsibility of an employee is to learn the basic skills and abilities required to perform the job.
In fact, for Plant B, the analysis indicates that leadership is involved I facilitating supportive measures to the manpower. In the case, the skills which are required for the performance of job are possessed by the manpower but they are lacking the self-belief and they are resistive from taking any responsibility. The CEO mainly does a wonderful thing in delegating the tasks.
The Styles that was more appropriate given the Situational Leadership Model and the Reason
If we look at the situational leadership model, the most suitable leadership style can be seen as being supportive of all the required skills are possessed by the manpower but they mainly have the issue of motivation. The duties can be delegated to the manpower confidently by the leader without any kind of concerns. This model requires the determination of vital activities, willingness of manpower to perform the job and matching the suitable jobs with the traits of the manpower.
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