By adopting this style he was able to bring staff

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previous events, and to work with them to build the vision for finance for the future. By adopting this style, he was able to bring staff with him in a shared vision and belief for the finance function at the authority. This is also an example of situational leadership, changing leadership styles to suit the situation and the people. (2) Inappropriate Leadership style An example of inappropriate leadership is a senior manager in the finance team at a hospital who adopted a Theory X approach to their staff. Staff at all levels were treated as if they needed to be micro-managed and even senior, experienced staff were not allowed to make decisions appropriate to their level. Coercion and control were seen by this leader as the only way to drive people to work hard, and that staff had no inclination or desire to hold any responsibility. (1+1) This leader’s power base was one of coercive power. Staff were afraid of this leader and perceived that the leader had the ability to punish or to cause an unpleasant experience for those who do not comply. (1) This was evident in the culture of bullying that was created by this leader. Staff became unwilling to share bad news with each other in case it found its way back to the Director, so there was a climate of secrecy and mistrust, with staff unsure of whom they could trust. (1) There were some elements of charismatic leadership in evidence: for example, the Director had a dominant personality and desire to influence others, and goals were articulated clearly. (1) However, while there was strong role model behaviour, the role modelled was not appropriate for the organisation and had a negative effect on staff motivation and loyalty (1) In terms of leadership traits, there was a perceived lack of honesty and trust on the part of staff towards this leader and their attitude towards being challenged was generally negative. (1) These traits did not encourage staff to see this leader as approachable and receptive to new ideas. Staff motivation fell as a result of the management style adopted by this Director and many senior staff left the organisation as they felt unvalued. (1) (20)
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SL Examination Guide June 2015 Page 16 Examiner’s comments on question 3 This question was the least popular of the Part B section, with only 40% of students choosing to answer it and it also achieved the lowest average mark. In this question, candidates were asked to identify examples of appropriate and inappropriate leadership from across the public services and give reasons for their choice. Good answers identified a range of theories about leadership and were able to use examples from a range of public service settings to demonstrate how a particular leadership style is, or isn’t, appropriate. Weaker answers were generally either brief, or rambling, with few valid points made.
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SL Examination Guide June 2015 Page 17 Marking scheme for question 4 1 mark for valid point well explained plus 1 mark for example.
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