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CASE STUDY 4.1 Questions: 1. From the style perspective, how would you describe Marks relationship?

Marks style started as an Authority-Compliance Management. As he stated, he was a ll task without asking for any input. 2. How did his style change over time?

Over time he developed a Team Management style, emphasizing both task and relati onships. 3. In general, do you think he is more task oriented or more relationship o riented? He started more as task oriented, but became more relationship oriented. 4. What score do you think he would get on Blake and Moutons grid?

I think he has a score of 9.5 which is between Authority-Compliance Management a nd Team Management. CASE STUDY 4.2 Questions: 1. ? According to the style approach, how would you describe Susans leadership

Susans style is that of Authority-Compliance Management. She is every driven, to the point and task oriented. 2. Why does her leadership style create such a pronounced reaction from her subordinates? Those that like her style welcome her direction in getting things done. Those t hat do not like her style do not appreciate her driving force and depend more he r support and hand-holding to accomplish their tasks. Instead, she goes straigh t to the point without any meanderings.

3.

Do you think she should change her style?

Yes, I think that they would all benefit if she changes her style to that of Tea m Management, where the tasked are clearly outlined while the interpersonal rela tionships are nourished. 4. Would she be effective if she changed?

I think she would be doubly effective, because she can bring onboard those that are turned off by her leadership style.

CASE STUDY 5.1 Questions: 1. According to the basic assumptions of situational leadership, where woul d you place the three managers in regard to levels of development in the SLII mo del (see figure 5.1)? Rick Nakano I would place Rick in a D4/S4 level. At the D4 level, he has demonst rated his high commitment and high competence to get the job done. Therefore, at an S4 level, the leader would be less involved in the tasks and supportive input , allowing the employee to build his confidence and motivation in completing his task. Beth Edward I would place Beth in a D1/S1 level. At the D1 level, she has demon strated to have a low competence level for her lack of knowledge of the product sh e will be selling. Therefore, at an S1 level, the leader would be more involved in giving her direction and support providing her with the necessary supervision and instruction for her to gain the knowledge of company products to become effe ctive in sales. Steve Lynch I would place Steve in a D3/S3 level. At the D3 level, he has demo nstrated his moderate to high competence in his skills which he developed coming u p through the ranks, but lacks the confidence to accomplish the tasks. Therefor e, at an S3 level, the leader would be providing the necessary support that he nee ds to build his confidence level while making his own decisions and bringing for th his accomplished skills. 2. ers? If you were Bruce, would you act the same toward each of the three manag

No, they each of their own levels of skills, knowledge and confidence which puts them in different levels of development requiring different levels of leadershi p styles.

3. Which conference will be the hardest for you, and which will be the easi est? Why? The hardest conference for me would be with Beth Edwards. It will take time for her to learn the company products and in order to accomplish a 30% increase in annual sales, she will have to take a crash course and learn the company product s within a short time. Not only for the increase in sales, but to be able to be able to represent the company appropriately and with knowledge when she deals w ith the customers and make the sales staff comfortable with as well. The easiest would be with Rick Nakano, since he has high commitment and competen ce in jis job and would require minimal input. CASE STUDY 5.2 Questions: 1. According to the SLII model (see figure 5.1), what style of leadership i s Jim using to run the seminars? I believe Jim is using a S4 leadership styel.

2.

At what level are the managers?

I believe that the managers are at a D3 level. 3. From a leadership perspective, what is Jim doing wrong?

I think that Jims approach in not placing any restrictions on attendance and part icipation gave the managers the impression that the seminars were not to be take n seriously. 4. What specific changes could Jim implement to improve the seminars?

I think Jim needs to switch to an S2 level of leadership. He needs to implement structure and make the seminars much more challenging for the managers in atten dance. He needs to be creative and capture their attention, making them eager to come back and learn more.