Alan has been the owner and manager of a small auto repair shop for seven years. Theauto shop has a steady and loyal clientele who appreciate the fact that they receive quick, reliableservice at a fair price. Alan employs seven mechanics and two office workers.Gil and Hans are the two oldest mechanics, and they are the easiest to supervise. WhenAlan assigns work to them (mostly high-precision, specialist jobs), they do it quickly and hardlyever make a mistake. Bart and Herbie are also skilled mechanics. Bart specializes in repairingmotorcycles, and Herbie is a whiz at troubleshooting engine problems. Three younger workersdo the jobs that call for lower-level skills, under Alan’s more careful guidance. Kirk has a degreein Industrial Arts, but he couldn’t get a job in his specialty without moving to another city, and heseems to have resigned himself to auto repair work. LaMont enjoys working on sports cars and isgetting to be quite an expert at operating the electronic diagnostic machines. Joanie does generalmechanical work and does it well.Alan takes care of customers when they drop off their cars in the morning, then he plans thework schedule and assigns the mechanics to work on particular cars. Most of the work is done byindividual mechanics, but occasionally a job requires two mechanics to work together. The workof repairing cars and conducting routine maintenance on them is well-defined; there are standardprocedures and standard times to perform each type of repair task. Mechanics receive feedbackabout the quality of their work from testing the car and from customers (who will complain ifsomething is not fixed properly). Alan does not spend much time actually directing or supervising the repair work. He leaves the mechanics alone unless they are having a problem and needtechnical advice. He almost never tells someone to do something in a directive way. Instead,he suggests various ways to deal with a problem, or he shows them how he would have handled it. When not busy with administrative responsibilities, Alan enjoys working alongside hismechanics, where he is available to answer any questions about the work. Alan’s style of leadership suits his easy-going personality.Alan also encourages his employees to participate in making decisions such as what newequipment to purchase or how to improve quality. They know that Alan is sincere in asking fortheir opinions and is not just doing it as a manipulative strategy to minimize their opposition todecisions that have already been made. Alan’s fairness and openness have earned him the continuing respect and trust of his employees.SOURCE: Adapted from William J. Wasmuth and Leonard Greenhalgh, Effective Supervision: Developing YourSkills Th rough Critical Incidents. Prentice Hall, Copyright © l979©Al Tareeqah Management Studies – 2021 4Part A : Questions : Minimum 1000 words.1. Identify leadership traits with Alan’s personality profile.2. Within the context of a situational leadership, Identify and justify the best leadership style for Gill and Hans and the young workers.3. Describe Alan’s typical leadership style and evaluate whether it is appropriate for the leadership situation.4. Does Alan have any leadership behavior related to transformational leadership
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