Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
Chapter 10
The Situational Leader and Constructive Discipline
Chapter Overview
Almost as important as developing new skill sets in employees is the manager’s ability to
get employees to turn around poor performance efforts and get back on track. Initiating
Chapter Learning Objectives
After studying this chapter, each student should be able to:
1. Diagram and explain the regressive cycle
2. Discuss the relationship between ability and willingness in the developmental and
regressive cycles
Key Terms and Concepts
The Regressive Cycle
The regressive cycle is a downward spiral that runs opposite to the development cycle.
When an individual or group becomes less effective than in the past, a regressive cycle is
in progress. Managers must respond to a regressive cycle by using the leadership style
that is appropriate to the present readiness level of the individual or group.
Timing of Intervention
Regressive interventions should be made as soon as inappropriate behavior becomes
Emotional Level of Interventions
The appropriate emotional level of an intervention varies depending on whether it is a
developmental or a regressive intervention; it also varies depending on the circumstances.
Working with Constructive Discipline
Focusing on Performance
When working with constructive discipline, it is important not to attack the person, but
Be Specific, Do Your Homework
When providing constructive discipline, make sure to offer specifics instead of
Keep it Private
Disciplinary interventions need to be kept private. As a guideline, it’s a good idea to
Punishment and Negative Reinforcement
Punishment is a negative consequence. Negative consequences prevent behaviors from
Extinction
Followers behave the way they do to get what they want and will tend to cease behaviors
that do not evoke the desired response from the leader. Extinction occurs when
Using Punishment and Extinction
Leaders should always pause and think before they act because it is difficult to know
when they are or are not reinforcing behavior. Punishment and extinction can be very
Problem Ownership and Situational Leadership®
Whenever a manager receives feedback, either verbally or nonverbally, indicating that a
and decide how to intervene.
Positive Discipline
Positive discipline is another model used to deal with employees who fail to meet
performance goals or who are violating organizational rules. This model uses a three-step
Suggested Teaching Approaches
The regressive cycle can be diagramed and explained in a manner similar to the way the
Situational Leadership® Model was used to explain the developmental cycle in the
previous chapter. Note the importance of determining follower readiness and the reasons
for a given level of readiness. Also note the importance of following the prescriptive
Activities
1. The written case study for this chapter focuses on the concept of regressive
behavior or an instance where performance has moved from good to poor. It is the
Exam Questions
1. How can a leader recognize a regressive cycle, and what should the response be?
Answer:
A regressive cycle runs opposite to the developmental cycle. A manager can
recognize a regressive cycle in action whenever a work group or individual begins
2. If the leader has been dealing with the follower appropriately by using an S4
leadership style and the follower suddenly begins performing at Performance
Readiness® level R3, what should the leader do?
Answer:
If a follower was demonstrating high levels of readiness, and the manager was
dealing with the follower in an S4 leadership style, it is not appropriate to
