Reference no: EM132557597

Performance Readiness can be quickly diagnosed by combining the indicators of ability and willingness into a single "performance readiness level." You must first decide if the individual is able (presently performing) or unable (presently not performing) to perform a specific task or activity. From there, you must determine if the individual is willing or unwilling to perform the specific task or activity, and if s/he is confident or insecure regarding task/activity performance. After you have assessed these areas, you are ready to diagnose performance readiness.

Three of Cami's team members are discussing the implementation of the new "black box" security system. The first team member, Stefan, has just begun to get comfortable with the "old" system and is bewildered at the prospect of having to start all over again. He mentions to the others that he is thinking about applying for a transfer to the customer service department where all he will have to do is talk with customers on the phone.

The second team member, Angie, was describing how Listo Systems has lost a key client due to the hacking incident. Although she does not know how to fix the problem, she knows the benefits of fixing it. The black box technology is foreign to Angie, but she says she is a quick learner. She is eager to do "whatever is necessary to keep our customers happy and me employed."

The third team member, Erika, a recent hire from a large software company, has extensive experience with "black box" technology and security systems. She tells the others, "Once we get this system in place you'll wonder how we got away with the old, antiquated equipment. We're going to be able to do business with a whole new segment of the market now.

Source: Management of Organizational Behavior, 10th Edition

Based on situation given, answer the following questions:

1. What is Stefan's contingencies for working with the black box technology? Why?

2. What is Angie's contingencies for working with the black box technology? Why?

3. What is Erika's contingencies for working with the black box technology? Why?

4. If you were manager, which leadership style needed in this situation? Elaborate your answer using any leadership theory and diagram.