Ch. 2 Case B: All the Elements Needed to be an Effective Leader

By: David FriedmanCh. 2 Case B: All the Elements Needed to be an Effective Leader

Crucial Characteristics of a Great LeaderPersonality traits (general and task-related)Emotional intelligenceSelf-awarenessSelf-managementSocial awarenessRelationship managementLeadership motivesCognitive factorsDuBrin, A.J. (2010). Leadership: Research Findings, Practice, and Skills. Canada: Cengage Learning.

Leadership RolesFigureheadSpokespersonNegotiatorCoach/motivatorTeam builderTeam playerTechnical problem solverEntrepreneur Strategic plannerDuBrin, A.J. (2010). Leadership: Research Findings, Practice, and Skills. Canada: Cengage Learning.

How Leaders Can Get Things DoneDecision making processes should be more inclusive and get more people in the organization involvedEffective leaders today need more skills that go beyond traditional skills such as goal setting, decision making, and monitoring subordinates (Baron, 1996; Kirkpatrick & Locke, 1991; Nyhan, 1999)Leaders need a certain level of social networking to maintain a measure of success in the organizationField, J.R.B., Fisher, D.K., Kent, R., & Nottingham, L. (Fall 2005). Characteristics of Effective Leaders in Economic Development: An Exploratory Study. Southern Business Review, 31 (1), 13-14.

The Case: East End Athletic ClubAmy Touchstone has been promoted to director of operations and is given more responsibilityStaff of 10 people (three full-time workers and seven part-time workers)Not as efficient, clean, and sharp as it should beCustomers complain about charging for everything even if they are paying high monthly duesDirty mens locker roomUninterested staffStaff seem like they are going through the motionsDuBrin, A.J. (2010). Leadership: Research Findings, Practice, and Skills.p. 64. Canada: Cengage Learning

What Would Be Ideal Characteristics Amy Could Show to Improve the Club?

SolutionsSelf-confidence-relay to the teamMake trust pay in terms of receiving rewards; walk the talkFocus on extraversion/assertiveness and communicate with team more oftenHope (unwarranted optimism), enthusiasm, and energy-reciprocal relationship with the groupInternal locus of controlUtilize socialized power motive and drive/achievement motiveFarsightedness/conceptual thinkingDuBrin, A.J. (2010). Leadership: Research Findings, Practice, and Skills. Canada: Cengage Learning Fullan, M. (Mar. 2003) Leadership and Sustainability. Plain Talk: The Newsletter for the Center for Development and Learning, 8 (2) 1.

Key Leadership Roles (referenced from Ch. 1) She Should Emphasize?

SolutionsCoach and motivatorTeam builderTeam playerEntrepreneurStrategic plannerDuBrin, A.J. (2010) Leadership: Research Findings, Practice, and Skills. p. 14-15. Canada: Cengage Learning

What Are Some Recommendations For Improving the Clubs Operations?

SolutionsAmy should be more hands-on with the job and more involved with team membersOffer rewards/incentives for great customer serviceCome up with a creative solution for charging everything (membership discounts, yearly fees, etc.)Empower employees with more task-driven responsibilities

What Are Some New Ways Amy Could Empower Her Employees?

SolutionsRedefine followership and leadership roles as different but equal and lead by exampleTeach skills that make effective followersEvaluate their performance based on complianceBuild organizational structures that show them they are appreciated and it pays to follow directionsKelley, R. E. (1988) In Praise of Followers. Harvard Business Review, 66 (6) 142-148.

Is It More Important to be a Successful Leader or an Effective Leader?

SolutionsIts a matter of opinion, but sometimes successful managers may not adhere to potential risks (both internal and external) if they feel things are flowing smoothly and tend to avoid obstaclesSuccessful managers tend to work with the organization at all levels, but still treat employees fairly and are able to effectively utilize social media amongst other outlets to bolster their businessEffective managers are most concerned about doing their jobs in the most efficient manner while following protocolAmy should be both, but not at the expense of putting down her employees or risking her jobLuthans, F. (May 1988). Successful vs. Effective Real Managers. The Academy of Management Executive (1987-1989), 2 (2) 127-132.