MGT101 T1L 2011

Report on contemporary case study

Annie Sherring

The leadership techniques exuded by the two managers are quite different styles. Josh Martin uses a democratic method to his management practice, using referent and expert power, to not only gain the respect and admiration of his employees, but to succeed within the agency and in turn, help the company thrive in its industry. This can be seen not only in Josh s 20 years of service, but in comments by his employees such as Phil Jones when he states Sure, Saunders is the director of this agency, but he couldn t manage his way out of a paper bag. Without Josh, this place would be in total chaos. Josh listens to us and tries to implement some of our ideas to make life simpler around here. [Case study]. This statement also demonstrates the multiple managerial roles within the company, as defined by Henry Mintzbergs research [Sampson and Draft:2009:30] , such as Josh s interpersonal roles as a leader, by motivating and directing subordinates in his role as deputy agency administrator, informational roles such as being the president of the construction company , reporting to Tom Saunders, and lastly his decisional roles in being an entrepreneur in initiating and promoting ideas put forward to him by his employees. Saunders on the other handdemonstrates an autocratic approach when looking at his leadership method. Only having employees follow his decisions due to the powerhis position in the company gives him, this is referred to as legitimate power, power deriving from a formal management position in an organisation, employees accept this source of power as legitimate, which is why the comply [Sampson and Daft:2009:555] , often using reward and coercive power to get his way. This is displayed in Saunders response to Josh suggesting pay increases to two, in his opinion, deser ving employees, when he states Everybody wants a raise around here. It s about time people started doing more work a nd stopped whining about money. [Case study].Using his authority to bestow employees with reward, or in this case to not. Leaders who use these methods of power are most likely to generate follower compliance, where employees will carry out instructions although they disagree or are not enthusiastic [Sampson and Daft:2009:555]. Leaders who have built their businesses on a hierarchical management based on an autocratic approach are now realising the importance of the democratic method .Both leadership styles, autocratic and democratic, can be effective and at the same time highly ineffective [Stephen Xavier:2005:1]. With both styles of management being used within the agency it can be assumed that they are conflicting, but teams require a variety of skills, knowledge, research and experience. Research supports this idea, showing that diverse teams produce more innovative solutions to problems. Diversity in terms of functional areas and skills, thinking styles, and personal characteristics are often a source of creativity. In addition, diversity may contribute to a healthy level of disagreement that leads to better decision making [Samson and Daft:2009:674]. That sai d, having the both leadership styles being incorporated into the management of the business, with each manager emitt ing their own personal traits, if the pair are able to sort the personal tensions between them, allowing some change on both sides, then that would leave only room for improvement in the agency.

MGT101 T1L 2011

Report on contemporary case study

Annie Sherring

Leadership is defined as the ability to influence people tow ards the attainment of organisational goals [Samson and Daft:2009:552]. In today s societydynamic leaders play an important role in every organization, leaders are needed to challenge themselves, to create visions for the future and to inspire followers to achieve the visions. The studies of traits identified in a large number of personal characteristics such as gender, height, physical energy and appearance more importantly psychological traits and motives such as authoritarianism, intelligence and need for achievement [Sing, Mao and Guo:2007:1].Leadership power promotes vision, creativity, passion in the workplace, personal power and change in the organization [Samson and Daft:2009:554]. Saunders and Martin both display multiple traits of an effective leader. Tom Saunders has characteristics for the making of an effective leader including authoritarianism, intelligence, a need for achievement and personal power. Authoritarianism is a good quality to have in that it gives one the ability to influence others in achieving the goals a leader wishes to reach, but gives employees no opinion in the matter which can lead to resistance in the workplace. Intelligence is a great characteristic to possess and with it and his many years of experience in the industry he can lead his organization far into the future, however it is still difficult for leaders to adopt the new ways of thinking and behaving that are necessary to sustain success in a changing world. Without accepting change, intelligence can then become irrelevant [Stephen Xavier:2005:1]. Leaders and managers are responsible for change strategy, implementation, and monitoring, as a result, the challenge of managing change is one of the most fundamental and enduring roles of leaders, whereas the rapidly accelerating pace of organizational change has made effective leadership imperative[A. Gilley, McMillan and W. Gilley:2009:1]. Therefore , whereas Saunders has a need for achievement, this trait and all others can become inapt if he is not focused on leading an adaptive change for the company, with the industry. On the other hand, Josh Martin has other personal traits which are also regarded as effective characteristics of a leader, such as encouraging vision, passion in the work place, personal power and change in the organization. It is clearly shown in Phil Jones comment, where he states Josh listens to us and tries to implement some of our ideas to make life simpler around here. [Case study], that Martin portrays a strong need for change in the organization starting from the bottom by trying to execute some of the employees ideas into the agency. Organizations that support and implement continuous and transformational change remain competitive [A. Gilley, McMillan and W. Gilley:2009:1] , and it is clear by Martins actions in trying to put forth these ideas, however small they may be, that he is promoting a strong vision for the future. Josh s passion in the workplacecan be seen not only in his twenty years of service with th e agency, or in the way he makes use of his person power by working with and tolerating Tom Saunders erratic mood swings and inattentiveness to agency detail [case study], but in his eagerness to do what he can to provide motivation and increase morale with his employees.

MGT101 T1L 2011

Report on contemporary case study

Annie Sherring

Having analysed both leaders, it is clear that both have positive traits that can been seen as necessary characteristics of a leader, however, Saunders distinct display of coercive power and inability to accept ideas of change within the company will, in the long run, make him an ineffective leader. Moreover, Josh Martin s positive relationship with employees and his participative leadership style proves him to be an effective leader and could lead the agency far into the future.

Job satisfaction occurs when someone feels they have proficiency, value and are worth recognition, the belief of the employee that they are doing a good job, enjoying the process and are being suitably rewarded for the effort [Jenaibi:2010:1]. Josh Martin is clearly not fulfilled in his employment due to the fact that he is not being rewarded for his immense effort.Due to Josh s need to maintain his present standard of living, the risk of going behind Saunders back to find a work at another organisation could result in disaster if he were to find out about Josh s efforts to seek employment by another source other than Josh himself. Martin s best option, or at least if I were he, would be to approach Saunders with his thoughts regarding everything from his erratic mood swings, inattentiveness to agency details to his treatment of not only himself, but all the employees in the agency and discuss their best solution for the situation at hand. It is obvious that Martin is not the only one affected by the tension between the two leaders, this ma de apparent by Saunders response to Martin having a sick day by taking his frustrations out on something as trivial as a missing piece of tile. As mature adults a resolution to the problem at hand should be easily ready, however given Saunders s stubbornness this may not be the case. If this were the outcome of the discussion, then Josh should inform Tom of his wish to find alternative employment, as he is unable to work in the highly stressful environment that the tension between them has created. By doing this Josh can try to leave the agency on good terms with Tom and find a new job with his blessing, so that he does not try to create a problem for Josh in his search for new employment. A good reference from Tom Saunders, along with his own significant experience and excellent managerial and leadership skills Josh will have a much higher chance of finding a job suitable to his needs, which match his capabilities.

MGT101 T1L 2011

Report on contemporary case study

Annie Sherring

References Gilley, A. McMillan, H. & Gilley, J.(August 2009). Organizational change and characteristics of leadership effectiveness. Jenaibi, B. (20 September 2010). Job satisfaction: comparisons among diverse public organizations in the UAE. Samson, D & Daft, R. (2009). Management. Song, H. Moa, N. & Guo, D. (February 2007). The study on a relationship between the traits of leaders and the performers of leaders under different organizational cultures. Xavier, S. (October 2005). Changing times: a rapidly evolving world requires a new definition of business success.