Management: Demographic Leadership

1764 Words Jun 21st, 2018 8 Pages
Introduction:
John Terrill, an experienced professional with a unique approach to managing, was brought into to DGL International to correct the productivity issues evident in the technical services division. As a leader, his approach would require professionalism, as well as an alternative method of management to restore the lacking work ethic of the engineers. Through investigative research into well-defined leadership styles, behaviours and power types, the following case study questions are discussed below. Using Paul Hershey and Ken Blanchard’s situational leadership theory, I compare the autocratic with the democratic approaches to leadership, as well as discuss the four styles of leading: telling, selling, participative or
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One could argue that Terrill simply holds legitimate power over his twenty engineers, because if they fail to meet his requests they have the potential to be demoted or permanently dismissed (Willer, Youngreen, Troyer & Lovaglia 2012, pp. 364-365). Considering Terrill was appointed the managerial position and expected to resolve the lack of productivity issue within the company, he is obligated due to his position in the hierarchy to control his employees and therefore has legitimate power over them (Willer et al 2012 , pp. 364-365). Contrary to this, reward power could be more suited to Terrill’s circumstances, as he is listening to the needs and desires of the employees and is committed to resolving the issues. Robbins et al explains that reward power is ‘based on the ability to distribute something that others value’, therefore the change in the reports policy (one required every month) would be the beneficial outcome affecting the employees (2011, p.131). Consequently, Terrill has power over his workers as they seek something he can potentially provide (Lindskold, Banoma, Schlenker & Tedeschi 1972, pp. 68-69). One could also suggest that after dealing with this situation in the employees’ favour, Terrill may then gain referent power, where those he oversees have full trust and respect in his ability to make good decisions (Kudisch, Poteet, Dobbins, Rush & Russell, 1995, pp.178-179). However, in relation to this
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