Path-Goal Theory And Situational Leadership

1. Choose two of the six frameworks we discussed regarding leadership contingency, and show those two to an experienced leader. Post in the discussion board what you learn from this, first summarizing their reactions.
The two frameworks that I chose regarding leadership contingency are situational leadership and path-goal theories. I chose to discuss these topics with my current manager.
The first framework that I discussed was situational leadership. In describing situational leadership as task-relevant, and that the most successful leaders are those who adapt their leadership style to the maturity ("the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience

of an individual or a group for the task") of the individual or group they are attempting to lead or influence, my manager agreed and added a few thoughts. He said that while he has a difficult time letting go of control, he knows that it is best to create more productive teams/organizations by accelerating the development of individuals that are new to their role and/or are learning a new task. He felt that developing engaged, committed employees by effectively recognizing and proactively addressing the dynamics of performance regression was also important to successful leadership. And one goal that he is working that aligns with situational leadership is effectively driving behavior change and business results by communicating through a common, practical language of leadership.
The second framework that I discussed was path-goal theories.

In describing path-goal theories, I said that a leader's behavior is contingent to the satisfaction, motivation and performance of her or his subordinates. My manager said that he had heard of this theory and while he wasn’t that familiar, he felt that at times he did partake in its assumptions. He liked the fact that the path-goal theory assumes that leaders are flexible and that they can change their style, as situations require. He felt that every manager should take notice of this theory and conscientiously choose to practice it. After all, employees interpret their leader's behavior based on their needs, such as the degree of structure they need, affiliation, perceived level of ability, and desire for control. For example, if a leader provides more structure than what they need, they become less motivated. Thus a leader needs to understand their employees so they know how to best motivate

them.
2. Review ethics case study 12.2 and discuss Starbucks’ response. Check the Starbucks website and their “Fiscal 2007 Corporate Social Responsibility Annual Report” to see what steps they have taken to move themselves more in line with the demands made by Global Exchange. Is accepting the full principles of Fair Trade as they are elucidated by such organizations as Global Exchange and TransFair USA the only ethical response? What do you think of the ethical nature of Starbucks’ purchasing policies as detailed on their website?
I found this case study extremely interesting.

The concept of Fair Trade coffee is great in theory but it was interesting to shin the light on exactly what it entails to be “fair trade certified” and whether or not it is actually beneficial and/or more “fair” to growers. In Starbucks’ “Fiscal 2007 Corporate Social Responsibility Annual Report,” Starbucks defines CSR as conducting business in ways that produce social, environmental and economic benefits for the communities in which we operate and for the company’s stakeholders, including shareholders. Starbucks has taken more steps than simply accepting the full principles of Fair Trade. Besides adhering to the purchase of “Fair Trade” coffee, Starbucks is also committed to building a resilient supply chain through partnerships. Climate change represents significant immediate and long-term risks to coffee farmers around the world, and Starbucks is looking at its potential impacts with organizations such as CI. As a result of this work, Starbucks has incorporated agricultural methods into C.A.F.E. Practices that help reduce emissions, improve carbon storage through shade and conservation areas, and proactively manage climate risks from pests and disease. Also, in 2014, Starbucks made a series of origin community grants, funded by sales of their Ethos Water brand, to support critical infrastructure improvements and agricultural diversification projects. For example, in Tanzania, they’re working with Heifer International

to help smallholder coffee farmers by introducing dairy cattle, and improving access to clean water, sanitation facilities, and renewable energy. So overall, I feel that Starbucks has a strong commitment to CSR and since 2007, a commitment to global social responsibility as well. From their website, their CEO Howard Schultz states that “Over the next few years, our efforts will increasingly focus in three areas where we think we can have the biggest impact – building a future with farmers, pioneering green retail on a global scale, and creating pathways to opportunity for young people…I strongly believe that today, more than ever, companies such as Starbucks must lead, using their platforms and resources to create opportunities for their people, as well as for the communities they serve.” This is a commitment that I believe is nothing short of positive for both business and local communities worldwide.