case study
Whose Leadership Style Works?
After exploring the four basic core leadership theory groups, and some of the individual theories that emerged from each, read the provided case study. Reflect on the leadership or management style demonstrated, and make recommendations for adjustment or improvement. Consider: Are there alternative theories or styles of leadership you feel would be more effective? Why or why not? How would you respond to a similar situation?
What challenges is leadership faced with in the case study?
What challenges is leadership faced with in the case study?
In this case study, Mark could be identified as a democratic and participative leader (Wagner, 2008). He is very trusting of his creative team’s individual capabilities, feels secure in their work ethic, and offers them so much independence that they are effectively self-managed. Mark encourages input from others and values each team member’s opinion. When Andy accepts Mark’s position as Art Director, the dynamic of the creative team immediately changes. Upon assuming his new role, Andy has ideas for “much-needed changes” to the marketing team’s process. Rather than gently acclimatizing the creative team to sweeping changes by slowing instating new operations, he makes drastic changes one his first day. Slight deviations from established practices present challenges within a work environment and push-back or conflict from employees is inevitable.
The stark contrast between Mark’s somewhat unorthodox and relaxed approach to leading and Andy’s domineering style is the cause of friction in the creative team. It is clear from the reactions and behaviors of the art team that they are negatively responding to Andy’s controlling directives and his authoritarian-like leadership. They feel scared to express their reservations and opinions because Andy has made it clear that dissenters will not be tolerated. A better way to gain respect of the team would have been to encourage healthy and clear communication. They perhaps could have discussed ways that Andy’s new ideas could slowly be incorporated into their current work culture and operations.
One immediate challenge that Andy faces in his new position of Art Director is finding his “voice” as a leader. It is obvious that Andy cannot adopt Mark’s seemingly successful leadership style because Andy is a different person that Mark – their personalities are different as well as the nature of the relationships they have with coworkers at the firm. In his new leadership role, Andy must strike a balance between being an effective time- and task-oriented manager while being an approachable, inspiring, forward-thinking leader who meets the needs of his employees.
Having a little insight into how the creative team functions best, I think that Andy should aspire to become an authentic leader. Authentic leaders are ethical, exhibit transparency, and encourage openness and input from others in making decisions (Avolio, Walumbwa, and Weber, 2009, p. 423). They utilize a “process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development” (p. 424). It is clear that Andy needs to grow in emotional intelligence to be a better leader – he struggles with self-awareness and self-regulation.
Andy has risen into a position that has more power, influence, and greater expectations of responsibility. The dynamics of the close relationships he has maintained with some of his peers has now changed and Andy must exhibit an awareness and sensitivity to this. Now that he is the one “calling the shots” and is the only one with the final say in art direction, he must be careful not to abuse this power. He must also not use threaten the security of his team members’ jobs to assure their loyalty. It seems that respect from his employees is very important to Andy and he interprets disagreements as a threat. However, by taking time to communicate – to listen to the concerns and input of his team thereby allowing them to have a voice in the problem-solving process – Andy will demonstrate that he truly cares about them and the good of the firm.
Andy has the potential to become a great leader. He must find the style which draws the best performance out of his team and best suits his responsibilities as their leader and creative director. Looking through the lens of behavioral theory, Andy has the ability to become a great leader through teaching, observing, and adopting the right actions (Wagner, 2008). Andy must be attentive to the concerns his team has about the new operations, encourage them and guide them through the transition, be flexible himself, and be willing to compromise his demands to suit the needs of everyone. Had Andy been less over-bearing from the very start of his tenure as director, I believe that his team would have responded positively. With the right encouragement and vision-casting, his team would have embraced the transitions in their organizational culture.
I personally respond positively to leaders like Mark who are offer great counsel and support while giving me freedom for more independent and self-directed work. I respond negatively to over-bearing leaders who leave little room for compromise and group-led, creative problem-solving. Had I been in Andy’s shoes, I would have focused on creating a positive and encouraging work environment to foster creativity and respect. The broaden-and-build theory suggests that “positive emotions expand cognition and behavioral tendencies” as well as encouraging “novel, varied, and exploratory thoughts and actions” (Avolio, Walumbwa, and Weber, 2009, p. 423). I believe this creates a foundation of positivity and mutual learning and respect which is imperative in a work environment, especially among a team of creative professionals.
The stark contrast between Mark’s somewhat unorthodox and relaxed approach to leading and Andy’s domineering style is the cause of friction in the creative team. It is clear from the reactions and behaviors of the art team that they are negatively responding to Andy’s controlling directives and his authoritarian-like leadership. They feel scared to express their reservations and opinions because Andy has made it clear that dissenters will not be tolerated. A better way to gain respect of the team would have been to encourage healthy and clear communication. They perhaps could have discussed ways that Andy’s new ideas could slowly be incorporated into their current work culture and operations.
One immediate challenge that Andy faces in his new position of Art Director is finding his “voice” as a leader. It is obvious that Andy cannot adopt Mark’s seemingly successful leadership style because Andy is a different person that Mark – their personalities are different as well as the nature of the relationships they have with coworkers at the firm. In his new leadership role, Andy must strike a balance between being an effective time- and task-oriented manager while being an approachable, inspiring, forward-thinking leader who meets the needs of his employees.
Having a little insight into how the creative team functions best, I think that Andy should aspire to become an authentic leader. Authentic leaders are ethical, exhibit transparency, and encourage openness and input from others in making decisions (Avolio, Walumbwa, and Weber, 2009, p. 423). They utilize a “process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development” (p. 424). It is clear that Andy needs to grow in emotional intelligence to be a better leader – he struggles with self-awareness and self-regulation.
Andy has risen into a position that has more power, influence, and greater expectations of responsibility. The dynamics of the close relationships he has maintained with some of his peers has now changed and Andy must exhibit an awareness and sensitivity to this. Now that he is the one “calling the shots” and is the only one with the final say in art direction, he must be careful not to abuse this power. He must also not use threaten the security of his team members’ jobs to assure their loyalty. It seems that respect from his employees is very important to Andy and he interprets disagreements as a threat. However, by taking time to communicate – to listen to the concerns and input of his team thereby allowing them to have a voice in the problem-solving process – Andy will demonstrate that he truly cares about them and the good of the firm.
Andy has the potential to become a great leader. He must find the style which draws the best performance out of his team and best suits his responsibilities as their leader and creative director. Looking through the lens of behavioral theory, Andy has the ability to become a great leader through teaching, observing, and adopting the right actions (Wagner, 2008). Andy must be attentive to the concerns his team has about the new operations, encourage them and guide them through the transition, be flexible himself, and be willing to compromise his demands to suit the needs of everyone. Had Andy been less over-bearing from the very start of his tenure as director, I believe that his team would have responded positively. With the right encouragement and vision-casting, his team would have embraced the transitions in their organizational culture.
I personally respond positively to leaders like Mark who are offer great counsel and support while giving me freedom for more independent and self-directed work. I respond negatively to over-bearing leaders who leave little room for compromise and group-led, creative problem-solving. Had I been in Andy’s shoes, I would have focused on creating a positive and encouraging work environment to foster creativity and respect. The broaden-and-build theory suggests that “positive emotions expand cognition and behavioral tendencies” as well as encouraging “novel, varied, and exploratory thoughts and actions” (Avolio, Walumbwa, and Weber, 2009, p. 423). I believe this creates a foundation of positivity and mutual learning and respect which is imperative in a work environment, especially among a team of creative professionals.
references
Avolio, B; Walumbwa, F; and Weber, T. (2009). "Leadership: current theories, research, and future directions." Management Department Faculty Publications. Paper 37. Retrieved 7/18/15 from http://digitalcommons.unl.edu/managementfacpub/37
Wagner, K. (2008). 8 Major Leadership Theories. Retrieved 7/19/15 from http://psychology.about.com/od/leadership/p/leadtheories.htm
Wagner, K. (2008). 8 Major Leadership Theories. Retrieved 7/19/15 from http://psychology.about.com/od/leadership/p/leadtheories.htm