Assignment: The Ibextel case study
BMGT 252– RDA
Longo Faculty of Business
Humber Institute of Technology & Advanced Learning
Professor: Burchell Hanson
December 5th, 2025
Completed By:
Sabrina Merci
Jashandeep Kaur
Sneh Patel
Ron Uchitel
Question 1
Mistaking Charisma for Transformational Leadership
IbexTel’s board was impressed by Turner’s charisma but failed to recognize that charisma
alone does not make someone an effective leader. As mentioned in chapter 12,
Transformational leadership involves creating a shared vision, inspiring employees, and
guiding meaningful change, which Turner did not do. Instead, he pushed a strategy he had
used before without adapting it to IbexTel’s situation. This left employees without direction
or commitment to the company’s future. As a result, the company moved forward without a
clear or unified sense of purpose.
Weak People-Oriented and Servant Leadership
Turner did not focus on listening to employees or supporting their needs, which lowered
morale during a period of major change. People-oriented leadership is important for
maintaining trust and motivation, but Turner’s approach felt cold and disconnected. His
decisions, such as layoffs and forcing customers into new technology, created resentment
internally and publicly. Servant leadership requires humility and empathy, neither of which
Turner demonstrated. Because of this, employees and customers saw the company as arrogant
and uncaring.
Poor Managerial Leadership and Operational Oversight
Turner did not pay enough attention to daily operational issues, which are critical parts of
managerial leadership. The rushed rollout of new network technology led to outages and
customer frustration. When customer satisfaction dropped, Turner did not slow down to
address the problems. Strong managerial leadership would have ensured the technology was
dependable before customers were pushed onto it. His failure to manage operations
effectively contributed to a decline in service quality and public trust.
Failure to Adapt Leadership Style (Path–Goal Theory)
Path–goal theory says leaders must adjust their style based on employee experience and task
complexity. IbexTel had skilled and knowledgeable employees who needed a participative
approach, not a directive one. Turner, however, stuck to a top-down style that he had
developed at his previous workplace. This prevented employees from contributing valuable
insights during complex technological transitions. His lack of flexibility caused poor
decisions and unnecessary mistakes.
Lack of Shared Leadership and Collaboration
Turner centralized decision-making by bringing in his former colleagues, which weakened
collaboration across the company. Shared leadership encourages employees to support one
another and stay focused on common goals, but this culture never developed. Employees felt
disconnected from major decisions and were unable to influence outcomes. This limited the
organization’s ability to spot risks and solve problems early. The lack of shared leadership
made the company less adaptable and more vulnerable to failure.
Question 2
Choose Leaders for Transformational Qualities, Not Charisma
The board needs to focus on finding leaders who can build a shared vision rather than simply
impressing people with confidence and presence. Transformational leaders inspire
commitment and guide the organization toward a better future. By evaluating how candidates
have involved employees in past changes, the board can avoid choosing another charismadriven leader. This will help ensure the next CEO motivates through trust and direction, not
just personality. In doing so, the company will gain a leader who can unite people around
long-term goals.
Prioritize People-Oriented and Servant Leadership
Future leaders should be empathetic, supportive, and genuinely interested in employees’ wellbeing. People-oriented leaders listen, appreciate input, and maintain healthy workplace
relationships. Servant leaders focus on helping others grow, which builds trust and
strengthens morale. The board can screen for these traits by asking about past actions that
show humility and support for employees. Choosing leaders with these qualities will help
prevent the morale problems seen under Turner.
Ensure Candidates Have Strong Managerial Leadership Skills
The board should confirm that any new CEO can manage day-to-day operations effectively.
Managerial leadership ensures that tasks are completed properly, systems run smoothly, and
employees receive the support they need. By evaluating past operational decisions, the board
can determine whether a candidate has the discipline required. This is essential because
IbexTel’s previous problems partly came from ignoring operational risks. Strong managerial
leadership will help keep the organization stable and customer focused.
Select Leaders Who Can Adapt Their Style (Path–Goal Theory)
According to path–goal theory, leaders must adjust their behaviour depending on the
situation. The board should assess whether candidates can shift between directive, supportive,
participative, and achievement-oriented styles when necessary. This flexibility is important
because IbexTel has both complex tasks and experienced employees. A leader who can adapt
will avoid the rigid, one-style-fits-all approach that caused issues under Turner. Hiring
someone with this adaptability will help the company manage diverse challenges more
effectively.
Encourage a Culture of Shared Leadership
The board should promote leaders who empower employees rather than centralize control.
Shared leadership allows people at all levels to influence decisions and support one another.
This makes the organization more flexible, especially during periods of change. The board
can reinforce this by choosing leaders who value collaboration and teamwork. A culture of
shared leadership will make IbexTel stronger and more responsive to problems in the future.