The Developmental Levels of Leadership - Essay Sample

Paper Type:  Essay
Pages:  3
Wordcount:  728 Words
Date:  2023-02-05

Take a look at the four developmental levels D1-D4 discussed in Avery (2004). Which of these levels best describes the developmental level of your supervisor's full team?

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Avery (2004), clearly presents the development models in leadership, which can help to categorize managers and employees, depending on the levels of commitment to the organization, or competence. Typically, the supervisor was s D1, an enthusiastic beginner. He was excellent in its commitment but generally low on competence. What makes me classify my supervisors and the entire team as D1 level, is because, I regularly observed that both of the parties worked with principles of the assigned directive leaders, who would clarify various expectations and roles to be done by each, make schedules for the organization, and even perform follow-ups to ensure that everything happens the way they are supposed to. This means that the supervisor and the team still lack the required knowledge and skills, to lead, though they are highly committed to following instructions to make sure that every activity is done correctly.

How would you describe the tasks required of your supervisor's full team? Are they structured or unstructured?

I would use unstructured to describe both of our boss and the team best. The boss is more controlling and self-servicing. This has reduced out respect and trust with him. Since the poorly communicates and does most of the activities by himself, other workers and I feel unwanted in the overall performance.The leader never indicated signs of commitment and appreciation to the workers, was such a bias in the order manner pf delegating duties, and as a result, lowered our morale of work, leading to poor competency. I also proved this, during an absolute incidence when the supervisor was away, people seemed to be so jovial with their duties, and more accomplishments compared to when the manager is present were observed.

Overall, how well does your supervisor's leadership style match with the developmental level of their team and the characteristics of the team's tasks?

Necessary information that must be absorbed is that, in real-life leadership experiences, there is never that one single approach which has proved to be the best and can be implemented by various any firm for effective leadership. Nevertheless, the secret of success is to have effective leadership, who can delegate duties properly, and ensure that every worker is assigned responsibility. Also, most successful leaders frequently use their leadership styles to enhance activities, by applying the appropriate methods of operation that they have gained from the field research in their organizations (Bauer, T., & Erdogan, 2012). Besides, it was quite unfortunate that my supervisor was so arrogant in applying his leadership style of delegating his roles. The choice of right leadership style should always be pegged on the readiness, willingness, and availability of someone to perform the specified task or responsibility, or the education level of experience should be considered to efficiently delegate duties, all of which were never found by my boss.

Based on either the Situational Leadership or Path-Goal model, do you have any recommendations for how your supervisor could change their leadership style?

The answer is yes. The notion that those individuals who have excellent performance of being supervisors must never be put together with the fact that they can generally make up excellent managers as well. This is when the argument is based on the Situational Leadership model or the Perth-Goal model. Situational Leadership model, as a doctrine in correlation with the leadership of business firms, helps in the promotion of the various managerial styles to ensure that more significant population benefits in an organization (Kadian-Baumeyer, 2013). This is a reverse of the ancient view, which stated that an executive manager would take care of all the duties in an organization without delegating them to the subordinates and other intermediaries in the setup. Our supervisor should thus employ the use of this model, to gain more profound knowledge and understand the benefits of delegating duties in a workplace.


Avery, G. (2004). Contingency theories: Situations matter. In Chapter 4 of Understanding leadership: Paradigms and cases. London: SAGE Publications Ltd. [Available in EBSCO eBook Collection.

Bauer, T., & Erdogan, B. (2012). Chapter 12.4: What is the role of the context? Contingency approaches to leadership. In Organizational Behavior. Saylor Academy.

Kadian-Baumeyer, K. (2013). Hersey-Blanchard's Model of Situational Leadership [Video file]. Education Portal. Retrieved from's-model-of-situational-leadership.html

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