An editorial department of a monthly magazine was chosen to determine the leadership situation between the editor and his subordinates. The editor has to conceptualize the monthly theme of the magazine and disseminate the rollout to the editorial assistants, staff writers, photographers, and layout/graphic artists. All of them will then have to work as individuals before they can work as a group to come up with the new proposals varying from the different sections of the magazine. The making of the proposals will have to define what kind of attack is most appropriate with the upcoming issue. From the editor’s concept, writers need to produce the stories to incorporate in the magazine. A writer collaborates with the artists and the photographers to complete their story. The editing flow passes through the editorial assistants before reaching the editor. The editorial assistants make sure that they give their utmost attention to details. They provide the other materials needed, make arrangements with people, prepare whatever is needed for the travels, interviews, pictorials, late night work, among other things. The editor evaluates his staff at the end of each week or whenever necessary, to ensure that his people are working well and on time. He makes himself available to assure his staff that they will get support at any time possible.
Furthermore, he takes care of everything that concerns the publication of each issue. He never fails to communicate with his staff when problems occur, settle conflicts within the group or with the people from other departments, if any, and attend social functions, to name a few. When no such schedule occupies him and his subordinates, the whole department goes out either for a weekend of relaxation or spend a luncheon meeting in a restaurant to at least give themselves a break from a tedious work the department requires them. In this example, there is a high situational control between the leader and his subordinates. In turn, these people work hard to create excellent projects as they meet their deadlines. The editor stands by within the periphery to allow his subordinates to work until they are through. He has confidence in his staff that they work together and give their best in every task they are asked to perform. They are motivated to exercise teamwork as the editor expects exemplary results at the end of each day.
“Task motivated leaders are the best match for the high situational control,” as predicted from Fiedler’s Contingency Model. Based on this model, the leadership style performed in our chosen department evidently describes a good relationship between the leader and his followers. There is a structured task, wherein specific responsibilities are assigned to specific people. Furthermore, the leader has the power to control his subordinates to do the tasks to achieve the goals set by his department. The characteristic of the leader made him possible to remain in a high position, but at the same time, maintain a common ground for him and his subordinates to attend to other matters. According to the Fiedler’s Contingency Model, there are presumptions that task motivated leaders must have a clear understanding of their own leadership, able to change the circumstances to go with their style, consider a good relationship with the group as a key to lead effectively, and are open to improve themselves to better their leadership and work habit. The example above agrees strongly to Fiedler’s model. The editor is well aware about his approach to his department. He is the leader and he makes it appoint that his subordinates know that whether they are at work or at leisure.
He knows that being there for his team, professionally and personally, makes it easier for him to gain respect and authority. To improve himself as a leader, the editor widens his horizon by attending functions varying from seminars, press conferences, social gatherings, and more. He seeks to bridge any gap he might have concerning his job. This is a positive attitude that affects his position. He gains positive response and friendship, rather than making enemies even to competitors. Because of the editor’s positivity, his mind is clearer to come up with better decisions. He can predict what to do in whatever situation, resulting to solutions and minimizing problems, if not getting rid of it all. A task motivated leader like the editor is able to bring his group to success, and not just himself.