Situational Leadership

Correct Answer: Sell Style (High Task Focus, High Relationship Focus)

In this scenario, the best leadership style to adopt is the 'Sell Style (High Task Focus, High Relationship Focus)'. The Sell Style is effective when dealing with a team member demonstrating high competence but low commitment. This approach involves selling the advantages of being committed to the task and how it will benefit Sarah and accomplish the team's objectives. The leader may also use their relationship with the team member to motivate and inspire, ensuring that Sarah feels valued and important. The other leadership styles do not fit this situation as closely. The 'Delegate Style (Low Task Focus, Low Relationship Focus)' could lead to neglect and further disengagement because it reduces both task and relationship focus. The 'Participate Style (Low Task Focus, High Relationship Focus)' might not be effective as it prioritizes relationships over tasks, which may not help improve commitment. Lastly, the 'Telling Style (High Task Focus, Low Relationship Focus)' could result in a lack of personal connection and discouragement due to the high task demand and low relationship focus.

Correct Answer: ability and willingness

In the Situational Leadership model, the readiness level of followers is primarily determined by their 'ability and willingness' to perform a specific task. 'Ability' refers to the knowledge, skills, and experience that the followers have, while 'willingness' encompasses their level of confidence, commitment, and motivation towards completing the task. These two factors are seen as the most direct contributors to a team member's readiness to perform a task effectively. The other answers are not as accurate because 'experience and education' do not capture the willingness aspect, 'confidence and motivation' miss the ability component, and 'age and tenure' are not relevant factors in assessing readiness in the context of Situational Leadership.

Correct Answer: competence, commitment

The Situational Leadership Model, developed by Paul Hersey and Ken Blanchard, suggests that effective leaders must tailor their style of leadership to the development level of the individuals they are leading. This development level is defined in terms of the individual's competence (skill set and abilities) and commitment (motivation and confidence). Therefore, the correct response is that a project manager must adjust their leadership style based on the team members' 'competence' and 'commitment'. The other options, 'age, experience', 'seniority, education', and 'salary, job title', do not align with the principles of the Situational Leadership Model as they do not directly address the necessary situational adjustments based on individual or team growth and readiness. The model is specifically focused on adapting leadership style according to competence and commitment, as this aligns with the model's stages of development and supportive leadership behaviors.