Case 5.3: Getting the message acrossCase 5.3: Getting the message across (Northouse, 2013) shows an example of situational management. In summary, Ann Calbera is the program manager of a college campus radio station (WCBA). The radio station has a strong pool of students who enjoy the media experience gained from working at the station. As a program manager, Ann is well respected, takes great pride in developing relationships with student workers and allowing them to be creative, resulting in students responding 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 document on policies and procedures, FCC violations still occur regularly, resulting in illegal practices and consequences. The problem at WCBA is that employees do not fully understand their job description and how their behavior impacts the success of the radio station. This lack of understanding places increased financial and reputational burden on the station and its inability to mitigate Federal Communications Commission (FCC) violations. Additionally, Ann's leadership style is not productive for students who lack professional experience and knowledge of FCC requirements or the importance placed on consistent compliance with 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 skills but low commitment behaviors (D2). While hard-working students demonstrate a passion and drive to excel middle of paper......and respectful of authority (Summers, AL, 2011). Millennials will respond to an environment that allows for recognition of work done accurately and will comply with the policies outlined by the FCC since they are motivated by making a difference. Ann evolving her style towards situational leadership coupled with a mentoring program will help students develop transferable skills while developing strategic alliances through the mentoring program with third and fourth year students. Create a structured environment and opportunities to apply what employees have learned and firmly. delegated authority will result in sustainable productivity outcomes. Managers using situational leadership will have the platform to change their style to meet the needs of workers and enable professional growth and development to meet operational needs..