Case 5.3: Getting the message across Case 5.3: Getting the message across (Northouse, 2013) shows an example of situational management. In summary, Ann Calbera is a program manager at a college campus radio station (WCBA). The radio station has a strong pipeline of student workers who value the media experience that comes from working at the station. As a program manager, Ann is highly respected, takes great pride in developing relationships with student workers and enabling them to be creative and students respond positively to the leadership style. However, the student workers do not understand how their behavior negatively impacts the station and violates the FCC rules by which the station is governed. Even though Ann provides students with a detailed policy and procedure document, FCC violations still occur regularly, resulting in illegal practices and consequences. The problem at WCBA is that employees don't have a full understanding of their job description and how behavior impacts the success of the radio station. This lack of understanding poses a greater risk of financial and reputational burdens to the station and an inability to mitigate Federal Communications Commission (FCC) violations. Additionally, Ann's leadership style is not productive for student workers who do not have professional experience and knowledge of FCC requirements or the importance placed on consistently following the rules. Based on the SLII model, Ann would be a more effective leader if she instituted a directive leadership style (S1) because student workers have some competence but low effort behaviors (D2). While student workers demonstrate passion and willingness to excel at a level… middle of paper… and respectful of authority (Summers, AL, 2011). The Millennial generation will respond to an environment that allows for recognition of work done accurately and will comply with policies outlined by the FCC as they are driven by making a difference. The evolution of his style towards situational leadership, combined with a mentoring program, will help student workers develop transferable skills while developing strategic alliances through the mentoring program with third and fourth year students. Creating a structured environment and opportunities to apply what employees have learned and firmly delegated authority will lead to achievable productivity results. Managers who use situational leadership will have the platform to change their style to meet workers' needs and enable professional growth and development to meet operational needs.