Question

Answer the following questions as completely as possible.
1. Do you believe younger workers generally prefer a different leadership style from their
supervisor than do older employees? Why or why not? 2. As a supervisor, which leadership style would work best for you? 3. What are the beliefs about employees that lead to close management and to limited
management? 4. Under what circumstances could an autocratic leadership style be used effectively at any
job? 5. Employees prefer managers who demonstrate these leadership qualities in leadership
roles. 6. What is situational leadership, and how does it help managers make effective decisions? 7. How might a manager’s leadership style change when working with experienced
employees compared to new employees? 8. Why is it important for managers to understand their employees’ needs and
expectations?

Answer 1

1. Do younger workers generally prefer a different leadership style than older employees? Why or why not?
- Often they do, but not universally. Trends show many younger workers (millennials, Gen Z) prefer more coaching, feedback-rich, participative, and purpose-driven leadership: regular feedback, development opportunities, autonomy, flexibility, and use of technology. Older workers sometimes prefer clearer hierarchy, predictable processes, and transactional exchanges (clear expectations and rewards), though many also value autonomy and respect.
- Why: differences come from life stage, career expectations, education, exposure to technology and collaborative work, and cultural shifts toward flatter organizations. However, individual personality, role, industry and organizational culture matter more than age alone, so avoid stereotyping.

2. As a supervisor, which leadership style would work best for you?
- The most effective approach is situational/adaptive leadership that blends transformational and coaching elements: set a clear vision, inspire and model desired behaviors (transformational), coach employees for growth, give regular feedback, and delegate appropriately.
- Why: it lets you motivate different people and handle different tasks—provide direction when needed, and empower experienced, capable team members.

3. What beliefs about employees lead to close management and to limited management?
- Close management (micromanagement) stems from beliefs such as: employees are lazy, unmotivated, incompetent, untrustworthy, or unwilling to take responsibility. Managers who think this will closely supervise, control decisions, and limit autonomy.
- Limited management (delegation/empowerment) arises from beliefs such as: employees are capable, self-motivated, responsible, eager to learn, and can make sound decisions. Managers who hold these views will grant autonomy, delegate authority, and invest in development.

4. Under what circumstances could an autocratic leadership style be used effectively?
- Autocratic style can be effective when:
- Immediate, decisive action is required (crisis, emergency, safety-critical situations).
- Tasks are routine, low-skill, or require strict compliance (manufacturing line procedures, certain military operations).
- Team is new and needs clear direction and structure before skills/ norms form.
- Legal or regulatory environments demand strict adherence to rules.
- Caveat: overuse lowers morale, creativity and retention. Even in effective situations, combine with respect and clear rationale.

5. Which leadership qualities do employees prefer managers to demonstrate?
Employees generally prefer managers who demonstrate:
- Clear communication and transparency
- Fairness and consistency
- Respect and integrity
- Competence and decisiveness
- Empathy and emotional intelligence
- Support for development (coaching and mentoring)
- Recognition and appreciation
- Trust and willingness to delegate
- Vision and ability to align work with purpose
- Accessibility and approachability

6. What is situational leadership and how does it help managers make effective decisions?
- Situational leadership (e.g., Hersey-Blanchard) is the concept that no single leadership style fits all people or situations; leaders should adapt style based on the employee’s competence and commitment (readiness).
- Typical styles: directing (high direction, low support), coaching (high direction, high support), supporting (low direction, high support), delegating (low direction, low support).
- How it helps: by diagnosing an employee’s development level and choosing a matching approach, managers provide the right mix of guidance and autonomy, accelerating learning, improving performance, and increasing engagement.

7. How might a manager’s leadership style change with experienced employees vs new employees?
- With new employees: more directing and coaching—clear instructions, structured training, frequent feedback, monitoring progress, close supervision at first.
- With experienced employees: more supporting and delegating—provide goals, remove barriers, solicit input, empower decision-making, grant autonomy and trust, intervene less frequently.
- Effective managers transition from directive to delegative as competence and confidence increase.

8. Why is it important for managers to understand their employees’ needs and expectations?
- Understanding needs/expectations improves motivation, job satisfaction, engagement, and retention; aligns assignments with strengths; enables appropriate development and coaching; reduces conflict and turnover; and increases productivity and innovation.
- It also helps managers set realistic goals, provide meaningful rewards, create a supportive environment, and build trust—leading to better organizational performance. Not understanding employees risks misaligned incentives, poor morale, higher absenteeism and turnover, and wasted management effort.