Case study 3 strategic leadership
Question Description
Leadership Development: Case for Analysis 3
The New Boss
Synopsis
SamNolan was chief information officer at Century Medical, a large medicalproducts company. He had joined the company four years ago, and Centuryhad made great progress integrating technology into its systems andprocesses. Nolan had developed trust with people throughout the companyand showed them how technology could not only save money, but alsosupport team-based work, encourage information sharing, and give peoplemore control over their own jobs. A new boss, Tom Carr, arrived atCentury and considered Nolan’s project, a Web-based job posting program,a waste of time and money. Carr had no understanding of why and howtechnology was being used. The vibrant and innovative human resourcesdepartment Nolan’s team had imagined now seemed like nothing more than apipe dream.
Questions:
- Describe the two different mental models represented in this story.
- What are some of the assumptions that shape the mindset of Sam Nolan? Of Tom Carr?
- Do you think it is possible for Carr to shift to a new mental model? If you were Sam Nolan, what would you do?
“What Should I Say?”
Synopsis
Thesudden heart attack of his predecessor, Bill Andrews, propelled RussellHart into a temporary top management assignment for Kresk Internationalin the company’s new Middle East Division in Riyadh, Saudi Arabia.After six months, Russell went to Dallas to report at the semiannualboard meeting. The board would determine if he or Bill Andrews wouldhave the permanent assignment at the end of the year. Russell enjoyedthe company’s top assignment and hoped to impress management at themeeting so that he would be named director of the Middle East Division.In Dallas, Russell has an impromptu chat with his assistant ChristopherDunn where he describes in depth the atrocious behavior of a colleague,Youssef Said. Russell has observed how Said’s behavior has made a fewemployees resign. He also mentions how Said loves to humiliate employeesand how his total disregard for the opinion of others appalls Russell.Russell adds that Said has an inner circle or “family” whom he favors.He always seems to work deals and bend rules. Russell feels YoussefSaid’s methods may not be in the best interest of the company. He wantsthe board to notice this and asks Christopher for advice because theboard, at this point of time, seems to be impressed by Youssef Said.
Questions:
- What do you think Russell Hart should include in his report about Youssef Said? Why? What would you do in his position?
- Whatamount or kind of courage will be required for Hart to discloseeverything honestly? How would you advise Hart to acquire that courage?
- At which stage of Kohlberg’s moral development scale would you place Youssef Said, Russell Hart, and Bill Andrews? Why?
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