Favorable Situation

Examples of Favorable Situation in the following topics:

• Leadership and Situational Context: Fiedler

  • The Fiedler model also analyzes the situation in which the leader functions.
  • The situation analysis has three components:
  • When good leader-member relations, a highly structured task, and high leader-position power are in place, the situation is considered a "favorable situation."
  • Fiedler found that low-LPC leaders are more effective in extremely favorable or unfavorable situations, whereas high-LPC leaders perform best in situations with intermediate favorability.
  • Also, the contingency model does not take into account the percentage of situations that might be somewhat favorable, completely unfavorable, or even extremely favorable.

• The Contingency Viewpoint

  • The contingency viewpoint of management proposes that there is no standard for management; instead, management depends on the situation.
  • Fred Fiedler takes this a step further to identify three leadership styles and empirical situation measurements to assess the degree of favorability a given contingency offers:
  • The leader-member relationship, which is the most important variable in determining the situation's favorableness.
  • The degree of task structure, which is the second most important input into the favorableness of the situation.
  • In other words, leadership needs to ensure that it is able to assess a situation, determine the task structure, and obtain a position of formal authority in order to be able to adequately manage a contingency situation.

• The Perceptual Process

  • Therefore, when people react differently in a situation, part of their behavior can be explained by examining their perceptual process, and how their perceptions are leading to their responses.
  • They will favor selections that they think will help them with their current needs, and be more likely to ignore what is irrelevant to their needs.

• Moving to Flexible Work Schedules

  • Research by Kenexa Research Institute in 2007 showed that employees who were more favorable toward their organization's efforts to support work-life balance also indicated a lower intent to leave the organization, greater pride in their organization, a willingness to recommend the organization as a place to work, and higher overall job satisfaction.
  • This allows employees the flexibility of adapting their work schedule to their living situation.

• Four Theories of Leadership

  • These findings also show that individuals emerge as leaders across a variety of situations and tasks.
  • Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that persons who are leaders in one situation may not necessarily be leaders in other situations.
  • As such, the theory predicts that effective leaders are those whose personal traits match the needs of the situation in which they find themselves.
  • Fiedler's contingency model of leadership focuses on the interaction of leadership style and the situation (later called situational control).
  • He identified three relevant aspects of the situation: the quality of the leader's relationships with others, how well structured their tasks were, and the leader's amount of formal authority.

• Defining Strategic Planning

  • See: What is today's situation?
  • What is the gap between today's situation and the ideal state, and why?
  • Think: What specific actions must be taken to close the gap between today's situation and the ideal state?

• Decision-Making Styles

  • The style used depends on the decision maker's personality characteristics, the situation, and the nature of the decision in question.
  • Managers and leaders adopt different styles of decision making based on their personality, the situation they face, the culture of the organization, characteristics of the people they are working with, and the nature of the decision itself.
  • Consultation: The leader explains the situation and provides relevant information to a group or individual, and together they generate and evaluate many alternatives.
  • Negotiation: The leader explains the situation to the group or individual and provides the relevant information.

• Leadership Styles

  • Leaders may adopt several styles according to what is most appropriate in a given situation.
  • Engaging styles of leadership involve reaching out to employees and understanding their concerns and working situations.
  • Different situations call for particular leadership styles.
  • Each style of leadership can be effective if matched with the needs of the situation and used by a skilled leader who can adopt a deft approach.

• Cognitive Biases

  • A cognitive bias is a pattern of deviation in judgment that occurs in particular situations and can lead to perceptual distortion, inaccurate judgment, illogical interpretation, or what is broadly called irrationality.
  • Implicit in the concept of a pattern of deviation is a standard of comparison with what is normative or expected; this may be the judgment of people outside those particular situations, or a set of independently verifiable facts.
  • In this situation, they believe that their confidence in their decision is founded on a rational and logical assessment of the facts when it is not.
  • It is easy to see the cause-effect relationship in completely random situations.

• Ethics Training

  • Moral reasoning is the process in which an individual tries to determine the difference between what is right and what is wrong in a personal situation by using logic.
  • Moral judgment, which is "the ability to reason correctly about what 'ought' to be done in a specific situation."
  • Moral imagination: The ability to see the situation through the eyes of others.
  • Moral creativity: Moral creativity is closely related to moral imagination, but it centers on the ability to frame a situation in different ways.