Since this paper involves a description of RX drug addiction, two approaches will be used to enable addicts change their ways. These approaches are transformational and situational leadership approaches. The transformational leadership approach perceives change on two fronts: personal and societal (Roesner, 1990). Ideally, the outcome of transformational leadership would be the creation of leaders (from addicts) because the leadership model seeks to uplift an individual’s morale, motivation and performance (Roesner, 1990). The best outcomes are evident when a person is able to see how personal qualities connect with the society and with other people (by challenging the “status quo” and motivating individuals to undertake the best activities which are beneficial to the society and to the individual). The transformational leadership approach is useful in this paper because the program framework is aimed at enabling victims to transit from one state (addiction) into another state (free from drugs). The leadership approach will therefore provide the framework for this change.
The situational leadership approach is also applicable in this paper because it advocates for the use of different leadership approaches, depending on the situation (Matt, 2009). This leadership style is built on the assumption that, different situations have different needs, and leadership should be designed to meet the different situational needs. The situational leadership approach is deemed to be a fair supplement of the transformational leadership style because drug users have different needs and personality traits. Applying a common strategy may therefore not work, but a situational leadership strategy may work. In this regard, there is a strong variation in leadership styles between individuals. The above leadership styles however pose different obstacles.
Challenges
The strongest challenge in the implementation of the transformational and situational leadership approach is the denial by drug users that they have a drug problem. It is a known fact that both leadership approaches cannot be applied if the subjects do not acknowledge they have a problem (Johnson and Denham, 2008). Often, drug addicts may be delusional and fail to acknowledge they have a drug problem. If they fail to acknowledge this fact, it is impossible to apply the transformational and situational leadership approaches.
Addressing the Problem
In addressing denial, it will be crucial to find a neutral person, whom the drug addict can talk to without any repercussions (Battaglia, 2008, p. 5). Sometimes, drug addicts may find it difficult to open to someone who has vested interests in their lives. Finding a neutral person, say a therapist, therefore helps in making the drug victim acknowledge that, there exists a problem. Secondly, demystifying any common beliefs about the use of RX drug addiction also helps in making the victim realize there is an addiction problem (Battaglia, 2008, p. 5). For instance, there may be existing beliefs that RX drug addiction can easily go away. Such a belief hampers the addict’s chance of admitting there is a drug problem. Taking a non-personal approach in making the drug addicts see that they have an addiction problem also helps in making them overcome denial. For instance, it would be beneficial to confront the drug addiction problem from the victim’s point of view, as opposed to any other point of view (Battaglia, 2008, p. 5). Collectively, these efforts will enable the drug victims realize they have a drug problem and need help.
References
Battaglia, E. (2008). Overcoming Denial: The First Step to Recovery. Web.
Johnson L. & Denham, S. A. (2008). Structuring successful interventions in employee health programs. AAOHN Journal, 56(6), 231-40.
Matt, S. (2009). Situational Leadership by Kenneth Blanchard and Paul Hersey. Web.
Roesner, J. (1990). Ways Women Lead. Harvard: Harvard Business Review