In an example from the leader perspective, there is an employee who has worked at a high-end spa for over nine years and has held many different positions at the spa based on what they have needed over the years. This person knows the ins and outs of the business, understands the staff, and has good relationships with the clients and the other departments of the hotel. This employee enjoys taking on more responsibility however does not want to promote in fear of the longer hours and being taken off the tip pull. A new manager has started working and needs help with inventory and some smaller administrative tasks that will be vital in understanding what shape the business is in. This manager wants to ask for help from this employee but does not want the employee to feel belittled by the tasks needed to be done. What should the manager do?

For this example, according to Blanchard’s Situational Leadership theory, the best contingency theory the manager could carry out would be low directive and low supportive behavior. This situation suggests it is best for a highly competent, and highly committed individual where it would be best for the manager to delegate all the responsibilities that they need help with to this individual and allow them to decide how they want to handle it. This delegation of tasks would allow the manager to get their answers while receiving reliable information from a valued employee. The employee would also feel appreciated because they would feel empowered and trusted to complete these tasks, also feeling gratified that a new manager respects them enough to handle these tasks for them. I would consider by matching this situation with this developed individual it would produce a positive outcome for both parties.