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Explain How You Would Go About Assessing The Readiness Level Of A Project Team

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As a project manager, describe how you would go about assessing the readiness level of your project team members? Situational leadership is the various styles of leadership in different situations. The text, Leading People and Projects to Success explains the four leadership styles project managers use to evaluate the readiness level of the project team members and leadership (Arora, & Baronikian, 2013). These styles of situational leadership consist of participating, selling, telling, and delegating. These styles are used as a tool that helps to improve communication, willingness, self-confidence, along with the employee’s capability to perform. Nonetheless, the situational leadership model helps management understand the relationship involved …show more content…

Theresa Kelly was a manager at my previous place of employment where her primary style of leadership was the participating or supportive style. This approach was suitable for her since there were team members who can perform specific tasks but lacked the confidence to execute them. As a participating or supportive leader, she was able to motivate and increase the level of trust by providing positive feedback for the tasks that were completed (Arora, & Baronikian, 2013). Delegating was her second leadership style. Here is where she assigned tasks to the team members and the direction in which the tasks were to be accomplished. Although she was involved in providing feedback and guidance, the responsibility of performing the work relied mainly on the individual. This style is the simplest of the leadership model to use as it assumes that the person is proficient and prepared to accomplish the task (Arora, & Baronikian, 2013). Her third the was selling leadership style. This is where she implemented new ideas about the project while creating roles and objectives to support the new concepts. This method increased communication by showing the group that she was open to suggestions and opinions to gain their cooperation. With this style, the Ms. Kelly did less telling and steered more to providing recommendations as a means to motivate the team to progress even further (Arora, & Baronikian,

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I saw that he traveled frequently to all offices to gauge their performance in order to apply the appropriate leadership style. The region’s largest portion of its budget was for travel and the director regularly exhausted it and routinely asked agency headquarters for more funding. I believe this strength is an important aspect for a situational leader, who must be able to understand the needs of the followers and adjust his or her management style to meet those needs (Spahr,

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To better understand how to satisfy these needs, Morgeson et al. , (2010) developed a framework of leadership functions and they also illustrated the specific behaviours for each function. This taxonomy is divided into transition and action phases, having seven functions associated with the first phase and eight functions in the second phase. Functions in the transition phases include (1) compose team; (2) define mission; (3) establish expectations and goals; (4) structure and plan; (5) train and develop a team; (6) sensemaking; (7) provide feedback. For the action phase, functions are (1) monitor team; (2) manage team boundaries; (3) challenge team; (4) perform team task; (5) solve problems; (6) provide resources; (7) encourage team self-management; (8) support social climate.

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The situational leadership theory would explain why the members of our team more adept in presenting skills took the leadership role, this being in accordance with situational demands and

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