Case Study and Discussion question
DISCUSSION QUESTION: 1-2 page
Consider the leadership concepts and theories you were introduced to in Chapter 12 (Leadership). Discuss a leadership theory, or theories, that appeals to you and that you feel could enhance your leadership skills and abilities.
Theories: Trait Theory, Behavioral and amp: Style Theory, Functional Theory, Transactional Theory, Transformational Theory, Environmental Theory, and Situational and amp Contigency Theories.
CASE STUDY: 3-4 pages
CASE INCIDENT 1 Delegate Power, or Keep It Close?
If you were Samantha Parks, how would you prioritize which projects or parts of projects to delegate?
In explaining what makes her decisions hard, Parks said “I hire good people, creative people, to run these projects, and I worry that they will see my oversight and authority as interfering with their creative process.” How can she deal with these concerns without giving up too much control?
Should executives try to control projects to maintain their position of authority? Do they have a right to control projects and keep in the loop on important decisions just so they can remain in charge?
What are some tasks in an organization that a top executive should never delegate to others?
TEXT FOR CASE STUDY:
Samantha Parks is the owner and CEO of Sparks, a small
New York agency that develops advertising, promotions, and
marketing materials for high-fashion firms. Parks has tended
to keep a tight rein on her business, overseeing most projects
from start to finish. However, as the firm has grown, she
has found it necessary to delegate more and more decisions
to her associates. She’s recently been approached by a hair styling
chain that wants a comprehensive redefinition of its
entire marketing and promotions look. Should Samantha
try to manage this project in her traditional way, or should
she delegate major parts to her employees?
Most managers confront this question at some point in
their careers. Some experts propose that top executives
need to stay very close to the creative core of their business,
which means that even if their primary responsibility
is to manage, CEOs should never cede too much control
to committees of creative individuals or they can lose sight
of the firm’s overall future direction. Moreover, executives
who do fall out of touch with the creative process risk being
passed over by a new generation of “plugged in” employees
who better understand how the business really works.
Others offer the opposite advice, saying it’s not a good
idea for a CEO to “sweat the small stuff” like managing
individual client accounts or projects. These experts advise
executives to identify everything they can “outsource”
to other employees and to delegate as much as possible.
By eliminating trivial tasks, executives will be better able
to focus their attention on the most important decision making
and control aspects of their jobs, which will help
the business and also ensure that the top executive maintains
control over the functions that really matter.
These pieces of advice are not necessarily in conflict
with one another. The real challenge is to identify what
you can delegate effectively without ceding too much
power and control away from the person with the unifying
vision. That is certainly easier said than done, though.
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