AIS 4081 Leadership Theory and Practice

1

Baird

Laurie Baird

Case Studies 7.1 - 7.2 - 7.3

AIS 4081 Leadership Theory and Practice

February 13, 2013

Case 7.1

Questions:

1)Based on the principles of path-goal theory, describe why Art and Bob appear to be less effective than Carol?

Carol seems to have chosen the style that best fits the needs of her subordinates and the work they are doing. She was described as part parent, part coach and part manufacturing expert. She seemed to display the balance her workers needed. She stresses company goals and the rewards that are available if workers are able to make the grade. The other two managers have their strengths but seem to miss-fire when it comes to management. Art seems to know almost too much regarding parts of the process and seems to be a "know it all" and lets his employees know this. This type of attitude can make people feel inferior. Bob, on the other hand is a very relational type of manager but the workers feel he doesn't understand the job.

2)How does leadership of each of the three supervisors affect the motivation of their respective subordinates?

As stated above, Art makes his subordinates feel inferior, Bob makes them feel good - but ineffective and Carol gives the employees ownership of their job and their successes.

3)If you were consulting with Brako about leadership, what changes and recommendations would you make regarding the supervision of Art, Bob, and Carol?

I might explore the opportunity for Carol to have a workshop on her management style - maybe include some of her leaders on her teams. Relay the effective working environment on her shift and try and transfer to the other shifts. Listen when the people who move to the troublesome shifts offer suggestions.

Case 7.2

1)According to path-goal theory, why is Daniel an effective leader?

Daniel has learned who does well in the work situations that he offers. Duplicating and Desktop publishing has demonstrated their different employment needs. Daniel has adjusted the working atmosphere to accommodate the different needs. The students who have been lucky to work for him know that he has created a work environment that best suits the workers...whether it be schedules, work type or just general atmosphere.

2)How does his leadership style affect the motivation of employees at The Copy Center?

People have heard from others who have worked there in the past of the good conditions, therefore people are in a positive frame of mind when the come to work for him. Having positive references is so instrumental in successes.

3)How do characteristics of the task and the subordinates influence Daniel's leadership?

Daniel knew the monotonous printing jobs would require some break in the mundane. He has helped the task to be more enjoyable by "changing up" the outside task environment. The ease of schedule, the music, dress code, all come into play to help his workers have a positive experience.

4)One of the principles of path-goal theory is to make the end goal valuable to workers. What could Daniel do to improve subordinate motivation in this area?

Contests amongst the workers...good clean competition would possibly motivate the different departments to up the ante in support and effort.

Case 7.3

1)Based on the principles described in path-goal theory, what kind of leadership should David exhibit with each of the three running groups?

From the case, David obviously saw that he had three different problems on his hands. By putting his trainees into three different groups helped him to classify just what he was dealing with. This gave him a route that he needed to take to effectively help all participants. David's first group who were new to marathon running would need Directive leadership. He would need to provide guidance and psychological structure. The second group who were somewhat knowledgeable would need Supportive help, the nurturance would keep them on track. The third, more seasoned group were possibly achievement oriented - they may need more challenges put to them to keep it interesting. All three groups would possibly respond to participative involvement - either from David or intermixing the three groups. Let them help each other along. (Northhouse Page 143 Table 7.1).

2)What does David have to do to help the runners accomplish their goals?

David may have to sit down and create a plan to reach the target groups. Like I said above - maybe mix the groups and let them see the different level of commitment that is needed to achieve a marathon goal.

3)Are there obstacles that David can remove or help runners to confront?

I have never run a marathon however I feel that fear would be a strong negative motivator for all three levels. David would need to figure out a way to take away some of the fear involved. People who have signed up for such a daunting task are risk takers to begin with - David would need to pull that out of the runners and keep them on track.

4)In general, how can David motivate each of the three groups?

David could adjust his tactics for each group. Like I said earlier, knowing he had three different groupings is help in the most basic sense. Continuing to communicate to each different level's needs is something David will have to define and relay. What may seem like strong motivation to the first group will have no effect on the third more experienced level. David must make adjustments.