Group 2 concludes by indicating leaders rely on their bias, ending up missing the mark. I agree with the argument since human beings tend to lean on one side, which is seeing or hearing what they wish; thus, they can end up ignoring facts. The strength of the argument is that leaders are not swayed and chose a standpoint they believe will be beneficial to everyone (Northouse, 2019). However, expressing bias is a weakness since the followers’ ideas are not considered, and they feel left out, which lowers their morale.
The insights from situational leadership is applicable in this case, where a leader should be flexible by adjusting their style and fit in the development of the followers. When a leader is biased, workers feel left out; they lose morale, are unmotivated, and reduced profitability. However, when the leader considers the development of the workers, it is an advantage of the organization due to increased productivity. The leader will ask questions opening up to internal and external promotion.
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I would recommend a continuous study of the internal and external factors that influence the organization. The Information will keep the manager equipped with new knowledge needed on understanding how to create development (Walls, 2019). The leader should also accommodate the workers for improved performance in the firm. The ideas employees give should be listened to, and if they are good, they should be considered in making any developments. Motivated leaders promote company development and productivity.
The insight I can offer relates to the flexibility of the situational leaders. They should take the success of the organization as a single situation but affected by different factors. Since there are goals to be accomplished, the situation should not limit the leader, but provide enough flexibility (Thompson & Glasø, 2018). The question that remains is: are situational leaders best prepared for the business issues in the twenty-first century?
References
Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Thousand Oaks, CA: Sage Publications. ISBN: 9781506362311.
Thompson, G., & Glasø, L. (2018). Situational leadership theory: a test from a leader-follower congruence approach. Leadership & Organization Development Journal , 39 (5), 574-591.
Walls, E. (2019). The Value of Situational Leadership. Community Practitioner , 92 (2), 31-33.
