Group 1

Advantages, disadvantages and application/example of Path Goal & Transformational

leadership

Advantages of transformational leadership: 

1. Increased motivation and engagement

2. Improved performance and productivity
3. Enhanced innovation and creativity
4. Stronger employee relationship
5. Effective in leading organisational change
6. Encourages professional development of the team members
7. Improves loyalty and enhances retention

Disadvantages:
1. Dependency on leader ?
2. High expectations and potential stress 
3. gives long-term goals more weight than short-term ones
4. Slows decision-making
5. Potential for leader burnout
6. Time and energy intensive
7. Unwillingness to follow transformational plan.
8.

Application / Scenario of the transformational leadership:

 The transformational leader sets a clear, inspiring and achievable vision for the future of
a startup company.
 The leader communicates his vision to the team and empowers the team to take
ownership of their work. 
 Encouraging innovation, creativity and initiative creates a healthy working culture where
the team is encouraged to think outside the box and take calculated risks.
 The team provides support and resources to help each other grow. 
 Is useful during change management processes

Overall it fosters a motivated, engaged and healthy team.

Any new team or startup team on a project and or business.
Group 2

Advantages, disadvantages and application/example of Hersey Blanchard model &

transactional leadership

In Hersey Blanchard Situational model

Activities Advantages Disadvantages

Readiness Willingness and Ability and Complexity/ less quality/  less guidance/ 
comprehensible./
Challengeable tasks

Task Leader leads / Kind of People are being directed and can’t think for
Behavior coercive power/ Must achieve themselves. Follow instructions.No
type deviations; Fear/ no motivations

Relationship Engagement of people in Lack of Focus on External Factors that

Behaviour decision making / High Quality impact performance, such as
decisions/ Democratic / Open organizational culture, resources, or
to challenges external pressures/ Takes time to
execute/ can be affected by people
behavior

Telling ,Selling ,participating and Delegating 

 Example: 

A team leader, who adapts her\his leadership style based on the readiness levels of
her\his team members. For highly skilled and motivated individuals, she\he uses a
delegating style. For moderately skilled team members, she\he employs a coaching
approach to provide support and guidance. For less experienced individuals, she\he
adopts a directive style to provide clear instructions. By applying this model, the leader
tailors her\his leadership style to meet the specific needs of each team member,
promoting individual development and maximising team performance.
Group 3

Advantages, disadvantages and application/example of Vroom and Yetton & servant leadership

Advantages of the V-Y-J model:

 It is a systematic approach to decision making that can help leaders make more
informed decisions.
 It is flexible and can be adapted to different situations.
 It can help leaders to delegate responsibility and build trust with their
subordinates.
 Servant Leadership - Leaders serving the needs of their followers - put interests
of employees first - involves empowerment
 Servant Leadership prioritie empathy, active listening and providing support to
team
 Collaborative and consultative.
o Build Trust and positive working environment

Disadvantages of the V-Y-J model:

 It can be time-consuming and complex.

 It may not be suitable for all situations.
 It may not be appropriate for leaders who prefer to make decisions on their own.
 Perceived as lack of authority 
 Some employees may abuse of the flexibility 

For example, a manager who is considering introducing a new product might use the V-
Y-J model to decide how to make the decision. If the manager has a lot of information
about the product and the market, they might choose to make the decision alone (AI
style). However, if the manager is not sure about the product or the market, they might
choose to consult with subordinates (CI or CII style). If the manager wants to get input
from all of their subordinates, they might choose to use the GII style.

The Vroom-Yetton decision-making model has many practical applications in

business and organizational settings. Here are some examples of how the
model can be applied:

1. Employee involvement: The Vroom-Yetton model can be used to

determine the appropriate level of employee involvement in decision-
making. By involving employees in the decision-making process,
 managers can tap into their knowledge and expertise, which can lead to
better decisions and increased buy-in from employees.

2. Resource allocation: The Vroom-Yetton model can be used to determine

how resources should be allocated within an organisation. By involving
relevant stakeholders in the decision-making process, managers can
ensure that resources are allocated in a way that is fair and effective.

3. Conflict resolution: The Vroom-Yetton model can be used to resolve

conflicts in the workplace. By involving relevant stakeholders in the
decision-making process, managers can ensure that all perspectives are
heard and taken into account, which can lead to more effective conflict
resolution.

Application of servant leadership

1. Should start with self-assessment 

1. Assess your willingness to prioritize others and to listen actively.
2. Create an inclusive environment where team members feel comfortable 
3. Provide support and resources 
4. Fosters collaboration and teamwork

For example, a manager who wants to create a more positive and supportive work
environment might adopt a servant leadership approach. They would focus on meeting
the needs of their employees and helping them to grow and develop. They would also
be willing to listen to their employees' ideas and feedback.

Group 4

Advantages, disadvantages and application/example of Fiedler model

Advantages and Disadvantages of Fiedler’s Contingency Model

Fiedler’s contingency model has its strengths and its limitations as most other

leadership models. Although the introduction of situational factors was impressive, the

limitation in the number of leadership behaviors is significant in comparison to the six

leadership styles by Goleman or the Situational Leadership Model.

Advantages of Fiedler’s Contingency Model of Leadership

The advantages of Fiedler’s Contingency Model of Leadership are:

 It takes situational aspects into account, unlike most other leadership models

from the same time

 It is easy to understand and provides clear guidance

 It underlines the differences between situations and helps leaders to assess

and understand the situation they act in

Disadvantages of Fiedler’s Contingency Model of Leadership

The disadvantages of Fiedler’s Contingency Model of Leadership are:

 The assumption that leadership behavior is static can limit leaders from even

trying to change their ways

 The LPC scale is based on subjective judgment, and any error in assessment

can result in the wrong guidance

 Only two different leadership behaviors can result in leaders being assessed

as either-or, resulting in confusion and unclarity

  The assumption that leaders are relationship or task-oriented is incorrect.

Modern leadership theory underlines that leaders can show both behaviors at

the same time.

Fiedler’s Contingency Model: Advertising Agency Example

An Advertising Agency serves as our first example. Let us consider the three different

dimensions to describe the situation.

The advertising agency’s creative process requires good guidance and close support

from the leader since it is built on artistic work rather than pre-set processes and rules.

Due to the work’s creative nature, the employees are asked of their opinions and shape

the work together. The leader needs to know the employees well, including everyone’s

strengths and weaknesses, to distribute the work to the right people depending on what

needs to be done.

The above indicates that the leader-member relation is good.

Since the projects handled by the agency can be very different in size, shape, and

message, there are relatively few guidelines and instructions on how to do the work.

Each project has its requirements on how work is done and what kind of output is

needed. This low level of clarity in tasks and a high degree of changing conditions

indicate a low task structure.

This advertising agency creates different projects depending on the customer, scope,

etc., and a project manager with the appropriate experience, contacts, and knowledge is

appointed to lead each project. Each of the project members has their permanent line

managers, who support them in the background.

Since the line managers are responsible for setting salaries, hiring, and firing, the

project manager needs to lead the work without complete responsibility for the

resources. If a project member does well or bad, it will be visible in the project

manager’s assessment of the team member, delivered to the line manager. This rather
loose control over the team members indicates a weak power position for the project

manager in this case.

Good leader-member relation, low task structure, and weak power position correspond

to situation four in the contingency theory chart.

Situation four states that a task-oriented leader will perform poorly, and a relationship-

oriented leader will perform well. When setting this project up, the project owner should

appoint a relationship-oriented project manager to reach higher performance.

However, Fiedler’s contingency model is also about changing the situation to fit the
leader. What if you only have a task-oriented project manager available. What should

you do then?

The Fiedler contingency model chart shows that a task-oriented leader works best in

situations one, two, and eight. Situations three and six offer medium performance with

task-oriented leadership behavior. The eighth situation is undesirable since all

dimensions are weak, so let us leave that one out.

Which situational dimensions need alteration, and how?

To obtain situation one: task structure needs to go from low to high and position power

need to go from weak to strong.

To obtain situation two: task structure need to go from low to high.

In this example, the project owner considers it impossible to change into a high task

structure situation given the work’s nature, rendering both situations one and two

unattainable.

One option remains: transition from situation four to situation three, which requires

strong position power. Thanks to this guidance, the project owner investigated ways to

improve the position power without changing reporting lines. These were the ways they

moved forward with:

1. The project manager’s assessment shall account for 50% of the salary

increase evaluation coming up next year.

2. A special bonus program stipulated that two project team members would get

a monetary incentive at the end of the project. The selection of these team

members was at the discretion of the project manager.

3. The project manager started reporting to the company’s CEO, putting her at

the same hierarchical level as the line managers.

By doing these changes, the position power strengthened quite a bit, increasing the

chances of a successful project outcome when run by this specific project manager.