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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.
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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
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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.