Leadership Case Study

Question 1:

Describe the leadership styles that you see in the three caselets.
(approximately 500 words - all questions carry equal marks)

Norman Adami and Miller Brewing Company

During Adamis' term at MBC, he orchestrated a leaner organisation, reducing ‘tolerance for mediocrity’, eliminating underperforming employees, improving stagnant sales ultimately improving company performance.

‘Hersey and Blanchard call their [leadership] approach ‘situational leadership’.   Their theory describes leadership behaviour on two dimensions – tasks behaviour and supportive behaviour’’         (Huczynski, A., Buchanan,D.)

This theory is applicable to Adami.
Implementing extreme culling of ‘dead wood’, he transformed the company to a performance-orientated workplace.
Implementing ‘Fred’s Pub’ on-site inspired a sense of pride and stimulated a much improved communication platform, providing invaluable insight.

Adami effectively transformed the MBC Culture to create a competitive, progressive environment.

Myron E Ullman and JC Penney

Following previous successes, Myron E. Ullman was enlisted to help recover JC Penney’s vulnerable market position.
His leadership during the change was insightful, identifying that ‘engaged associates’ affected customers; in turn affecting store profitability.
Ullman incorporated a blend of styles, identified within Goleman’s Leadership Styles.
Goleman’s study discovered that a manager’s style was responsible for 30% of company’s bottom-line profitability.

Core to Ullman’s strategy was to inspire a revitalised culture at JC Penney - a ‘great place to work’.
“..affiliative leader works to create emotional bonds that bring a feeling of bonding and belonging to the organisation.…summed up in one phrase, it would be ‘People come first’.”
(Benincasa, R p.164 citing Goleman)
During the ‘cultural revolution’ at JC Penney, Ullman invested in ‘Retail Academy’ Training, while their competitors were reluctant to...