This leadership style will always rank the group member's satisfaction levels low though it sometimes brings about tolerable performance. High dissatisfaction rate in employees will hamper the development of the organization because the employees have little motivation to perform well. Actually, that's why so many young accounting staff left after only a short time in his section.
Moreover, we can also analyze the leadership style issue in this case by using Hersey and Blanchard's Situational Leadership Theory. This theory is established based on the argument that successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers' readiness. Regardless of what the leader does, effectiveness depends on the actions of his or her followers. So to achieve expected performance, we should measure the readiness of subordinates and then select the proper leadership style to cope with the current situation.
In terms of this case, we could measure the readiness of subordinates from the perspective of Bill, supervisor in charge of general accounting and responsible for controlling the day-to-day operations and monitoring of ledger accounts. Bill is a supervisor with many years' working experience, so we can logically assume that Bill is able to fulfill the tasks that manager assigns. And in the material, Bill's negative attitude towards the monitoring of David implies that he is willing to do the work, but just feel uneasy about being monitored. As a result, we view Bill's readiness as R4, where people are both able and wiling to do what is asked of them. SLT essentially views the leader-follower relationship as analogous to that of a parent and a child. As followers reach high levels of readiness, the leader responds not only by continuing to decrease control over their activities but also by continuing to decrease their relationship behavior.
