Training specialist from the human resource department,

Brad, a training specialist from the human resource department, holds a seminar to train some middle-level managers about listening and communications skills. The team consisted of 20 managers who previously attended non-fruitful training and had developed a negative attitude towards exercise. Brad understood that his team was well experienced and educated, so he decided to use a delegating leadership style. He, however, noticed some poor attendance and participation among the members, which made him wonder if he used the wrong approach.
Brad, in his leadership, adopts the delegating style of leadership, according to situational leadership. Bard monitors all the activities and how the managers behave during the seminar. He has a better understanding that his team members are middle-level managers from the research and development department. Also, he understands that his team members have acquired advanced degrees. Besides, the managers had attended several in-house training. From this understanding, Brad decided to be liberal and allowed them to make decisions that could work better for them. Also, he gave them respect and treated them like higher officials and not like regular participants. Brad did not put any limitations on attendance and participation. He also encouraged and actively involved the managers during the seminar.
The managers were of the middle level from the research and development department. These managers could include the department, branch, and general managers. Also, they are responsible for their department’s functions to the top-level managers. Also, they are supposed to communicate to the top-level managers by giving suggestions and feedback. The managers are of high competence since they have acquired high degrees. Also, they are portrayed as low a low commitment team from how they behaved in their attendance and participation. They have also attended many seminars and training programs in the past. From this understanding, they have the necessary job skills. However, they are less committed to the training program from the non-fruitful previous seminars held.
Regarding the leader’s perspective, Brad could be using the wrong approach on his team members. Firstly, he understood that middle-level managers are experienced and hold advanced degrees in their fields. Therefore, Brad did not restrict their attendance and participation in the sessions. Also, he offered them frequent coffee breaks during the training and encouraged socialization and networking. He did not give rules and guidelines to be followed during the seminar. Thus, the training program ran according to the team members’ will. He still did not question their late coming, absence, and participation. Brad became liberal to the middle-level managers from this kind of leadership, which was a wrong approach. His focus was training the participants and not their behavior and discipline. 
From the behavior of the team members, Brad could probably change his leadership style to participating style since the delegating style did not bear good fruits. According to the participating type, he could likely increase the interaction and participation with the team members. Also, Brad should find ways to motivate and encourage the team members to participate in the training. Also, he should try to get their past experiences about the training and handle it differently. Besides, he should create a good communication environment where the employees can share their opinions and suggestions. From this point, Brad should work with the managers as a team. Thus, the employees could get more interested in the seminar, and their attendance and participation could be increased.

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