Consolidated Life Case Study

Topics: Management, Leadership, Organizational studies Pages: 8 (2938 words) Published: October 9, 2012
Name: Tarunpreet Singh
Student Id no: 0061027121
Course code: MGT5000

MGT5000 Management and Organisational Behaviour: Assignment 2 Task 1.1 (553)
Leadership does not have one universally accepted definition; it is according me an ever-evolving concept. I firmly believe that even though individuals can be groomed and trained to be leaders, however some leaders could motivate and influence individuals around them more effectively/easily then others and direct an organization into a coherent and cohesive way in order to accomplish objectives and targets. This exact school of thought is actually a common thread or an existing element in various theories and definitions of leadership. (Wood et al. 2010). Some scholar define leadership as an act or behaviour which brings about a change in a group and some scholar also define leadership as a power relation between leader and the followers (Northouse, 2009) In the present case (Consolidated Life), Rick Belkner (V.P), Jack Greenly (Senior V.P) and Mike Wilson (Supervisor) all exhibit different management style and approaches, which quite clearly differentiates them not only as a manager but also as individuals with different conditioning and thought process (Zastrow, 2008). The case study clearly establishes Rick as a hands-off leader, one who allows the members to make the decisions. As seen in the case study he doesn’t really bother anyone in the division, it’s common knowledge for the employees that Rick whiles away his time and doesn’t provide any supervision, basically he just leaves his team alone. This style of leadership is also known as delegative leadership (Laissez Faire approach). The participation of the leader required is very less in this type of leadership style (Zastrow, 2008). No close supervision or monitoring is undertaken by this type of a leader. Researchers have concluded that, this type of leadership style generally leads to a very low productivity among the group as it is one of the laziest ways of managing (Wood et al., 2010). Mike Wilson could easily be seen as a people oriented manager, one who puts himself in the situation and walk the talk. He probably does understand the importance work hygiene and focuses to create a conducive work environment for members to perform. Mike could be seen as following the House’s path-goal theory of leadership. In this theory, leader can use the four different styles such as directive, supportive, achievement-oriented or participative depending on the situation. As a leader he discards the factor which affects his team to achieve their goal and at the same time he motivates his team by assuring raises to those who perform well, by choosing supportive leadership style and by implementing training and group meeting he has improved his team performance. (Wood et al, 2010). Jack Greely, A recently hired senior vice president has quite an opposite approach to Rick and Mike. The case study establishes him as a strict, authoritative leader who demands results from his division and dictates objectives to be met by following the doctrine of his said-unsaid rules. Anyone who fails to follow his way usually faces the consequences. In my opinion such a leadership style could be described as an Authoritative style of leadership if not Dictatorial style of leadership. This is more of the task oriented style were leader emphasises more on the goals to be achieved by their employees and avoid their feelings and emotions. This type of leadership style leads to issues such as low morale in employees and avoiding responsibility to any errors (Aswathappa. 2010). Task 1.2 (491)

Power may be described as a person’s capacity to influence other person’s behaviour. Power comes in certain form and base; this base could be classified in following way: coercive, reward, legitimate, expert, and referent (Mishra, 2010).

Bases of Power| Description|

References: Aswathappa. K., 2010, Organisational Behaviour, Global Media, Mumbai (India).
Daft. R. L. & Marcic. D., 2010, Understanding Management, South-Western Cengage, USA.
Graeme. S., 2000, Understanding Business: Organisations, Routledge, USA
Mishra. M. N., 2010, Organisational Behaviour and Corporate Development, Global Media, Mumbai (India).
Northouse. P. G., 2009, Leadership: Theory and Practice, Sage Publication, USA.
Palmer. I., Dunford. R., Akin. G., 2009, Managing Organizational change: A multiple perspectives approach, McGraw-Hill, UK
Rao. S. P., 2010, Management and Organisational Behaviour, Global Media, Mumbai (India).
Sudan. A. S. & Kumar. N, 2004, Organisation Effectiveness and Changes, Anmol Publication, India.
Wood. J., Zeffane. R., Fromholtz. M., Wiesner. R., Creed. A., Schermerhorn. J., Hunt. J., Osborn. R., 2010, Organisational Behaviour: Core Concept and Application, John Wiley & Sons, Australia
Zastrow. C. H., 2008, Social Work with Groups: A Comprehensive Workbook, Cengage Learning Publication, USA.
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