Key answer tips
This question on leadership may be answered in a number of ways. The main focus of the answer should be on Sully Truin’s leadership style both before and after the management training course and the effect these styles have on his employees.
It is expected that candidates will also comment on the speed of change and its consequences, as well as the principles of a training programme which promotes a particular style as the ‘best approach to leadership’.
Report on management style at ARC
From: 100 day review team
To: HR director, Scat
Introduction
ARC has not successfully met all of its first 100 day targets. This report aims to consider whether this is caused by a failure in the management style employed at ARC or whether Scat’s own training programme for managers may be at fault.
Management style pre-acquisition
Prior to attending the course, Sully Truin appeared to have, in McGregor’s terms, many elements of a Theory X manager about him. He felt that it was necessary to closely control and direct staff in order to get them to do what was needed. He perceived that, in general,
employees wished to avoid responsibility and so wanted to be closely directed and controlled. This belief was reflected in work design in the company where employees were increasingly restricted to relatively simple repetitive tasks, for which he had defined well-
established procedures. While he was attending the course, Sully still had relatively trivial control issues referred to him and he was exasperated by his employees’ inability to take actions to resolve these issues. His initial diagnosis of this reluctance was that this was due to their personal inadequacies rather than the result of the work situation that he had created. In terms of the Tannenbaum and Schmidt model, Sully originally displayed a manager-centred leadership, whereby he made a decision and then announced it.
Finally, in terms of the Blake and Mouton managerial grid, Sully’s style is primarily that of authority/obedience. His main concern is task completion, with a leadership style which dictates what should be done and how it should be done.
The impact of Scat’s training course
The course questioned Sully’s tough-minded management approach, promoting a more democratic style where leadership responsibilities are shared with subordinates, who are also involved in the planning of tasks, not just their execution.
The course essentially suggested that Sully changed his style of leadership, moving to the right on the Tannenbaum and Schmidt model and towards a stereotypical Theory Y manager. Scat’s course promotes the benefits of a democratic style of management.
However, contingency or situational theorists have argued that there is no one ‘best leadership style’ and that style has to be contingent, at least, on the nature of the work to be done and the needs of the people doing that work. For ARC, the choice of leadership style probably depends on three factors:
• The characteristics of the leader. As already discussed, Sully tends towards a Theory X style. However, his willingness to change style as a result of the course might suggest that his approach may be due to a lack of confidence in his subordinates rather than the reflection of deeply held values about leadership.
• The characteristics of those led. It could be argued that Sully’s style has necessarily led to him employing people who are comfortable with his style, and demand a work environment which is routine, well-specified and tightly controlled. When Sully changes his style after the course, they are unable to contribute effectively and are left confused and anxious. It is their suggestion that Sully returns to his old style of leadership.
• The situation itself, the nature of the task. For ARC, the task has been increasingly constrained, so that it can be closely defined and controlled by Sully. It is relatively simple but decisions on problems have to be taken quickly. This is why they are referred to Sully. He is good at making an instant decision and has the authority to back it up. When subordinates were asked to take responsibility for these decisions,they felt that they did not have sufficient authority or experience and so they consulted their colleagues, which took time, before arriving at a decision.
Contingency or situational theorists would probably be critical of Scat’s training course as it appears to encourage a management style that would be unlikely to be appropriate for all situations. Even the most democratic of managers has to adopt an authoritarian style at some point to get certain things done or problems resolved.
From a contingency perspective, it could be argued that before going on the course, ARC had a relatively good fit between leadership, subordinates and the task. Sully Truin was relatively well-liked, he was trusted by his employees to make decisions, and his power was high. As owner of the company he has the power to reward and punish employees. The tasks required of employees were clearly laid down and were well defined.
Going forward
Reversion to Sully’s old style of management might make employees feel more comfortable but it does not solve the fundamental problems. The company is still over-reliant on Sully and, as well as causing him personal health problems, this also severely restricts the company’s ability to expand. The company could look more closely at the definition of the task and the competencies required of employees. The speed of change may have also been an important factor in the failure of Sully’s new democratic approach.
His sudden conversion from Theory X to Theory Y manager was too much, too soon and left employees anxious and confused.
Conclusion
Much of the blame for the lack of initial success at ARC can be attributed to ARC’s training programme attended by Sully Truin. However, there are other factors to be consider such as the speed of change and Sully’s confidence in employing a new management style.
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