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Segment 1 Case Study Claudia Bernal-Vallejo EDD8104 Capella University.

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Presentation on theme: "Segment 1 Case Study Claudia Bernal-Vallejo EDD8104 Capella University."— Presentation transcript:

1 Segment 1 Case Study Claudia Bernal-Vallejo EDD8104 Capella University

2 Introduction In order to better understand the cases and further comprehend the analysis, the following information is important to review. Leadership is a process, not a position Leadership involves something happening as a result of the interaction between a leader and the followers Leadership involves both the rational and emotional sides of human experience. People differ in their thoughts and feelings, hopes and dreams, needs and fears, goals and ambitions, and strengths and weaknesses.

3 Problem Statement Leadership goes beyond the outcomes of a particular individual -and the position he holds. Managers can be fired regardless of their results. In this case, the two managers behaviors are indeed responsible for the negative feedback that will end their current employment status. But what is the problem? Why individuals personal behavior can oversee the results achieved on a particular business? I am going to analyze some details of both cases to help you on the process of understanding the implications of leadership.

4 Cases ALEX SANDERTHOMAS GREEN Landon Care Products Job in jeopardy Dynamic Displays- Senior Specialist Job in jeopardy Rebranded two national skin care products. Completed a contract for one of the largest airline carriers, Journey Airlines. Feedback Tool: 360Feedback method: Series of s Leader approaches: Trusted workers, unhappy workers Promotion ended in disaster/ questioned supervisors unrealistic goals Questioned after report was deliveredQuestioned himself: What went wrong? Effective manager, poor strategy decisions but judgment right on target Very responsible, identified industry opportunities, too conservative, not many leadership strategies Narcissist, no work-life balanceBusy life, girlfriend Feedback: good short-term goals, but need to work on talent long-term goals. Feedback: He has to think outside the box and develop strategies to capture growth target Feedback: Lack of commitment, does not praise others often Feedback: Paid no attention to office politics Bad temper, react too quicklyMood temper

5 Purpose of the Presentation To identify the behavioral problems that have decreased the managers possibilities of becoming true long-term, effective leaders. And the employees reaction to those problems. Analyze two feedback tools are being used and compared. Once identified the problems, this presentation intents to find possible solutions to the problem.

6 Background Related to the Problem Alex Sander received the results of a feedback tool called 360 (feedback from everybody). This type of report includes input from supervisors, peers, and consumers. Thomas Green received feedback about his performance through a series of s. Results evidenced that both, Alex Sander and Thomas Green, have good to great business plans but their behavior and way to approach their coworkers and employees affect their perception as leaders. Their behavior was directly affected by the way in which their feedback was delivered. And employees attitude was affected by their behavior and bad temper.

7 Guiding Questions Are feedback-report tools necessary to promote leadership? What kind of feedback-reports are more appropriate to promote leadership in an organization? Are self-feedback reports effective? Are individuals behaviors responsible for the lack of success of great business managers? What are the competencies that can be affected by the individuals behavior? Are there any behavioral contributing factors that benefit leadership perception? Do micromanagers destroy leadership skills and perceptions? Is delegation primarily a business/management strategy/method, or a controlling tool? What are the main benefits of micromanaging?

8 Analyzing the Significance of the Questions In relation to professional development needs Treat the LPI Feedback not as a report card, but as valid and useful information that will help you improve. Those who are the best leading are also the best at learning. Leaders need to continually do more to improve themselves. One way to be the best you can is through the analysis of a LPI (Leadership Practices Inventory) Feedback.

9 Analyzing the Significance of the Questions In relation to the problem: Good and great business managers succeed on their business/economic results, but are in risk of getting fired because their behavior affects the perceptions of leadership. Managers fail to secure leadership identities and a coherent view of their work. Value commitments appear as disintegrated and contradictory. The study indicates a need to radically rethink dominant ideas about leadership.

10 Systems-Thinking Concepts Leadership and Management Relationship There has to be a consistent relation between the managers business plan and results, and the managers behavior. Leadership Management Behavior -Situations Values Norms Cohesiveness Tasks Norms Cohesiveness

11 Reflection on Professional Development 1. Assessment and Feedback need to be an independent chapter on the book of Professional Development training and strategies. Goals/Training to include: Achievement of Goals and Objectives ( Weekly, Monthly, 6-Month, Yearly) Leadership Skills (Hiring/Firing, Praising, Motivational, Communication) Behavior and Attitude (Narcissism, Delegation, Language, Tone, Cultural Awareness) 2. Behavior and Commitment are affected by the way in which Feedback is given, therefore, the attitude towards the job position. In this context: Assessment and Feedback trainings shall include aspects such as: Assessment Instruments and Tools, Feedback Methods and Efficiency 3. Leadership strategies are to be developed in order to maintain the employees satisfaction rate. Those trainings shall be job position specific. Managers/Supervisors Training Workforce

12 Summary Managers put at risk their position regardless of success because of their behavior and lack of leadership skills. Feedback-report tools are indispensable and require structured methods. Feedback delivery is as important as the assessment methods used to review leadership standards.

13 References Alvesson, M., & Sveningsson, S. (2003, July ). Good Visions, Bad Micro-Management and Ugly Ambiguity: Contradictions of (Non-) Leadership in a Knowledge-Intensive Organization. Organization Studies, 24(6), Hughes, R. L., Ginnette, R. D., & Curphy, G. J. (2011). Leadership: Enhancing the lessons of experience (7th ed.). New York, NY: McGraw-Hill Kouzes, J. M., & Posner, B. Z. (2003). The Leadership Practices Inentory (LPI): Participant's Workbook. San Francisco, CA: Pfeiffer. Shea, C. M., & Howell, J. M. (1999, Autumn). Charismatic Leadership and Task Feedback: A Laboratory Study of their effects on self-efficacy and task performance. The Leadership Quarterly, 10(3),

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