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John Wooden's Situational Leadership Model

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“It’s what you learn after you know it all that counts” ~ John Wooden. Considered to be one of the greatest coaches of all time, guiding the UCLA men’s basketball team to 10 NCAA national championships in a 12-year period, including a record seven in a row; Wooden and others have attributed his success, in large part, to his abilities as a leader. His adaptive and situational leadership philosophy largely focuses on how to respond in the face of adversity, and how to prepare for success overtime. Additionally, the wisdom of Wooden’s words are not limited to the basketball court; they can be applied to all areas of life – especially business. As the Situational Leadership Model suggests, different leadership strategies are appropriate for different
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John Wooden inspired others off and on the court, he taught people the basic necessities of how to live with the right choice in mind. His places of words are presented in the coaching world today: teacher, mentor, and guide because his ways of teaching were extraordinary. John Wooden legacy was the creation of the “Pyramid of Success” giving others a guide towards life, and allowing his basketball achievements as an aid of his creation. John Wooden was called the “Wizard of Westwood” for one of his greatest in accomplishments as a basketball player and coach. “Wooden was inducted into the Basketball Hall of Fame again in 1973 for his remarkable coaching accomplishments, making him the first person to be honored as a player and coach”- UCLA

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Module 8: Leadership Model MGT 560: Leadership Development Colorado State University-Global Campus Professor: Tom Woodruff May 03, 2015 : Introduction The Case Study, The Food Terminal (A) has been considered to offer the Model adapted from Montgomery, Copley, and Associates (1996) as a solution for the issues arising out of the case study. A professional situation experienced by me has been considered too and the model employed while I was working as a Manager. Heart Mike mentioned that he was initially nervous while getting the responsibilities and was asked to meet the department managers, and that he could see the look of disappointment in their eyes. He had the heart to share that most of these managers

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Transactional Leadership Frequently referred to as a managerial approach to leadership, the transactional leadership style is centered on improving efficiencies within an organization or team (McShane & Von Glinow, 2015). Leaders practicing the transactional approach focus on the details of the step by step processes and workflows using a reward and punishment system to encourage workgroup production (Dartey-Baah, 2015). As errors and inconsistent results are part of the expected norm, transactional leaders succumb to the belief that employees require ongoing monitoring and supervision to ensure compliance with the expected work practices. When used with an experienced high performing staff, the constant supervision and punitive nature of the transactional leadership style can be counterproductive, causing a decrease in production and satisfaction among some groups. In contrast, when used with newly formed production units, the transactional style has been known to improve employee engagement and response (Breevaart et al., 2014).

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According to this theory the best leaders are those who best adapt themselves to the situation. An adaptive leader might look at cues such as the type of task and who is involved in group, to better their judgement. A study on university employees on situational leadership found results that indicated a situational factor in leadership when solving different job tasks (Fernandez & Vecchio, 1997). This theory has an application for the EPP that I took part in, throughout my experience I was faced with tasks that we as a team had to overcome, it became clear that the role of leader changed dependant on the task. An example would be creating the design and speech for the new PowerPoint presentation for recruitment of student staff.

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