Analysis of Leadership from the Chilean Mine Rescue
How flexibility and adaptability was demonstrated by leaders during the mission.
Organizational rebuilding is a necessary aspect to those quick paced enterprises. As a leader, it is always better to demonstrate an act of association by being supportive during any form of transition. Leaders should always be flexible to appreciate any change in their line of duty since it enables them to exhibit their dedications as well as to adapt to any form of a situation which may arise during their leadership era. Good leadership resulted was an incredible and fruitful operation during Chilean Mine rescue exercise(Tunarosa, 2014). Leaders were able to demonstrate their good qualities leading to the success of the mission. For instance, during the collapse of San Jose Mine where it was reported that 33 workers got stacked underground for a distance of over 2,000 feet spending a record of more than two months was a clear evident of how well a leader can influence the leading team to adapt in case of such incidents. The specialist had argued that the likelihood of their survival was below 1%. However, due to good leadership, none of the 33 men failed to survive. In that incidence, flexibility and adaptability played a significant and decisive role in making sure that all involved groups during the rescue mission worked together to achieve a common goal.
Application of theory.
The Path-Goal theory is an approach which is highly motivational and inspirational to all workers if well applied. In the application of the Chilean Mine scenario, the concept was efficiently implemented by the leaders in ensuring that all subordinates remained vigilant and focused to the success of the mission(Bush, 2012). The primary objective of the model is to build and strengthen individuals and ensure they are gainful to any association. For example, pioneers may feel less inspired if they give an outline of more structures than what they require. At the same time, leaders have a responsibility to analyze their representatives thoroughly. The act can make it easy for them to categorically identify unique ways of persuading them on how best to do something. Hence, the path-goal theory may be considered as the best approach in which pioneers identify some particular practices which best fit the needs of their representatives and put them into practical shape. During the rescue mission, leaders applied the model which made it easy for the victims to remain alive for such a long period. Affected families were given hopes which showed love to them during that difficult moment. Leaders ensured that everyone remained calm and hoped for the best from the mission.
In line with stakeholder’s administration, fantastic communication forms the essential skill for its efficient operations. During the exercise of rescuing the trapped miners, leaders used communication to ensure the best was obtained from the mission of saving people’s lives. At fast, they assumed accountability and freely stepped in to take full control of rescue operation. From the beginning of the operation, there was a smooth communication strategy which ensured that all rescue plans were outlined to everyone involved in the process(Scandura& Sharif, 2014). The plan was to make sure that all rescuers were conversant with how the exercise was being conducted. The act ensured that any necessary assistance needed was evenly distributed in all sections so as to ensure there was a balance in all involved rescue teams. Hence, there were effective communication strategies raised by the leaders, and it was through the approaches that the mission was accomplished and become more successful than it was expected.
Situational leadership approach
From simple definition, situational theory refers to the act of evaluating the personalities of a good leader with all involved and allocated tasks to perform. In trying to make informed decisions, all leaders who conducted the Chilean Mine rescue mission performed the situational assessment of the event and perfectly strategized on how to achieve the best from it. For example, after analyzing the map which specified on details concerning the mining area, the assessment enabled them to identify that the Sane Jose mine existed for over 100 years. According to Rashid et al. (2013), the situational assessment approach enabled the rescue team to identify the best alternative route possible for safety measures.
Application of both goal-path theory and situational approach to real world situations
In its application, the goal-path theory targeted to inspire, motivate and ensure a full commitment of the rescue team. In the analysis of how situational approach was used in operation, leaders had an expert way of making their decisions concerning the operation. They apparently discussed all laid strategies with their teams and all other stakeholders to ensure the mission was successful. Hence, in the application of the two approaches, it can be concluded that good leaders should always evaluate them before making any decision concerning any situation that may come across their reign of leadership. The act can easily be drawn from the type of leadership which was portrayed by those who led the rescue mission. It was conducted professionally in timely and careful manner, and it was through their confident that the exercise turned up positively(Needleman, 2015).
Bush, E. (2012). Buried Alive!: How 33 Miners Survived 69 Days Deep Under the Chilean Desert (review). Bulletin of the Center for Children’s Books, 65(10), 530-531. doi:10.1353/bcc.2012.0453
Needleman, R. (2015). Solidarity Saves the Chilean Miners. Latin American Perspectives, 55(2). doi:10.1177/0094582×15611125
Rashid, et al. (2013).Leadership Lessons from the Chilean Mine Rescue. Harvard Business Review, 91(7/8): 113-119.
Scandura, T. A., & Sharif, M. M. (2014). Team leadership: the Chilean mine case. Extreme Leadership, 33(4), 131-140. doi:10.4337/9781781002124.00020
Tunarosa, A. (2014). Problem construction in uncertain situations:The case of the Chilean miners rescue operation. Academy of Management Proceedings, 2014(1), 16986-16986. doi:10.5465/ambpp.2014.16986abstract