! Table of Contents .......................................................................................................................1 Introduction ................................................................................................................................2 1. Performance: Improvement in Scores and Timing ...............................................................2 1.1 Relevance of Leadership in Performance ........................................................................2 1.2 Relevance of Groups and Teams in Performance ............................................................3 1.3 The individual empowerment in some decisions resulted in higher efficiency as less time was spent reaching a consensus for such decisions. However, the empowerment members receive can prove to be overwhelming to those who are not self-motivated and self-directed (Rubin, 2013). Fortunately, my team was generally motivated and focused, which led to an improvement of 2% in score and 66% reduction in time taken with the usage of this situational leadership style. In hindsight, I felt that my leadership could be improved by utilising the contingency theories of leadership, in particular, the Hersey Situational Leadership Model. Under this model, for situations such as the first simulation, where members were unable and insecure to do a task due to unfamiliarity and inexperience, a telling (high task-low relationship) leadership style should be adopted. For the second simulation, where members were able and confident, a delegating (low task- low relationship) leadership style should be adopted. 1.2 Relevance of Groups and Teams in Performance In simulation one, we attempted it as a virtual, future team. Prior to the simulation, we had little experience as an intact team but anticipated an extended
