Summary of Kerrie’s Challenge: Leading an Unpopular Change Kerrie Peterson, was a General Manager, in the lending business unit for Access. Access, is a fortune 100 company in the financial service industry. Kerrie’s, department provides lending products, e.g., credit cards, loans, equipment leases, and financial services to small and medium size companies. Over the last three years the company had positive profit and revenue growth due to the economic increase in the Clinton era. In June 2000, Access, called a “financial review planning session” Access, projected that there will be a decrease in revenues. CEO Tom Wilkes, ordered General Managers, to cut operating cost. Kerri, agreed to cut her operating cost down to 15%. Access, goal was to be able to report a profit by the end of the year 2000. Kerrie, was pleased with her success and accomplishments in the financial market field over the years. Kerrie, remembered in her early years when she first became a General …show more content…
Personal relationships that were developed are also hindering Kerrie’s strong leadership ability. Kerrie appoints people who supports her plan to achieve the organization’s goals, oppose to those who challenges her plan and have the skills to meet the organization’s goals. Kerrie appointed Peter to do “special jobs” simply because Peter supported her plan, not because he had the skills to achieve the company’s goal. Sam, who had the skills and experience to reach the organization’s was being overlooked. Kerrie, should have followed Mary Parker Follett’s theory, obey the law of the situation, do not rely on power of someone else or something else ( Lester & Pernell, 2016, p.10) Kerrie allowed her pride, personal interest, and personal relationships hinder her leadership quality. Kerrie, wanted the support of her employees and she wanted to do a good job, but for her best interest and not the interest of the
“Competency models describe the behaviors and skills managers need to exhibit if an organization is to be successful” (Hughes, Ginnett, & Curphy, p. 252). In many organizations, competency models can differ between the different hierarchies of managers. As a person’s leadership role evolves so do the behaviors and skills he or she must possess to be an effective leader. This statement holds firm as with the case of Andra Rush.
Leadership is, and always has been, a vital aspect of social and economic constructs. It is essential to the survival of societies, industries, organizations, and virtually any group of individuals that come together for a common purpose. However, leadership is difficult to define in a single, definitive sense. As such, theories of leadership, what constitutes a great leader, and how leaders are made have evolved constantly throughout history, and still continue to change today in hopes of improving upon our understanding of leadership, its importance, and how it can be most effective in modern organizational cultures.
Nevertheless, even though Coach Wooden and John Gardner share similarities of what constitutes a great leader, there is one particular difference between the two authors. The distinct difference between the two authors is their separate beliefs of how public opinion influences power and strife within an organization and its leadership. On one hand, Coach Wooden strongly believe that public opinion, either positive or negative, is detrimental to a group and its leadership. Wooden states, “praise and criticism are volatile forces within an organization, but they also can come from outside the group from friends, family, and the media” (Wooden, 2005). These criticisms and praises pull a part an organization that can lead to the demise of a strong and cohesive group. On the other hand, author John Gardner belief contrasts those of Coach Wooden about the impact of public opinion. Gardner believes, “[individuals] want public opinion to be a critically important source of power, and it
The chapter focuses on putting it all together: integrating everything learned about organizations and leadership into more comprehensive and powerful understanding and action. The reframing process illustrated in the chapter can be applied to almost any case or experience: students’ personal cases, published cases, films or fiction, or class experiences (role plays, experiential activities, team experiences, the course). Instructors can, for example, have students study a challenging case (multiple suggestions are offered elsewhere in this instructor’s guide) and then, either individually or in teams, reframe to develop both diagnoses and solutions. Individuals or groups will differ in what they see and what
In this week’s readings, I have learned the significance of leadership when failing, as well as the process that leads to failing. While reading both stories, one discusses the tensions in Market Basket’s family-owned business, and the other talks on Drucker’s method to turn individual’s strengths in productivity. Within these texts, they both give insight on how teamwork and leadership affects a business as a whole. It is shown that without strong management to make the correct decisions, whether it be a board of executives, a sports team, or a group of college students, the whole thing team, and brings forth failure.
Colleen Barrett is one of the most influential women in the world of business and her efforts have paved the way for future female executives. According to Dierendonck and Patterson (2010), “For five years in a row, SWA is the only airline to win the Triple Crown, ranked first in most on-time flights, least lost baggage, and fewest Customer complaints”(p 135). Colleen Barrett is a rare example of a leader that rose from the ranks of an organization to the highest position of the company while never receiving a formal education in business management (Southwest Airlines ' Colleen Barrett on 'Servant Leadership, 2008). Her greatest achievement while at SWA was completely changing the leadership style and atmosphere of the organization. According to Dierendonck and Patterson (2010), her remodeling of the organization has kept SWA the leader in their industry by “setting and achieving incredible records of performance”(p 135). Leaders at SWA still practice her servant leadership style of managing employees even after she left the organization (Dierendonck & Patterson, 2010). Before a leader can achieve greatness they have to overcome challenges in their career fields.
As I look forward to graduation in the spring, I prepare myself for the great challenges I may encounter while envisioning a future executive position that allows me to make a difference in my industry. Mulcahey has taught me how important it is to be a fair and honest leader; if I can take time off for family events then my employees should have the same opportunity. Similar to Mulcahey, I grew up in a family invested in the automotive industry however unlike the experience she is giving her son my parents were hardly around and I wouldn’t change my experience because it has made me who I am. However, I hope to provide an opposite experience for my children demonstrating that proper leadership overflows into all aspects of one’s life. Looking to the future, I find great interest in her involvement in Penske’s mentor program as I believe that the best way to learn about an organization’s culture and operations is through an employee who has been with the company. Ms. Mulcahey explained how important this program is to her because when she began working for Reynolds and Reynolds as a college graduate she happened to be paired with the President and CEO of the company (Harris). While this was intimidating for her at first she quickly grew to see the benefits she was reaping from meeting with her mentor once a week and has now brought
“It is unequivocally clear that leaders are not like other people” (Kirkpatrick and Locke, 1991, as cited in Northouse, P. G., 2016, p.22). I have always thought that I was not like other people; I see the world through a different lens. This difference, which sets me apart from my peers, has sometimes restrained my progress; however, after studying my differences and seeing them as strengths, I can now focus on these strengths that make me a unique, passionate, progressive leader. In reflecting on my leadership skills, I will analyze the results of the leadership questionnaires, as presented in Peter Northouse’s book, Leadership:Theory and practice (7th ed.), connect those result strengths with the
Boards of Directors ordinarily trust that changing an organization from just great to genuinely extraordinary requires an overwhelming identity - an egocentric boss to lead the corporate charge. Think "Cutting tool" Al Dunlap or Lee Iacocca. Actually, that is not the situation, says creator and administration master Jim Collins. The fundamental element for taking an organization to significance is having a "Level 5" pioneer in charge - an official in whom amazing individual modesty mixes incomprehensibly with extreme expert will. Collins paints a convincing and illogical picture of the abilities and identity characteristics important for viable administration. He distinguishes the attributes normal to Level 5 pioneers: modesty, will, fierce
This paper explores two leaders, one with strong success, and the other with less success, and evaluating the differences and similarities between the two leaders. Charles Schneider was the COO of eCollege, which was purchased by Pearson, from 1999 – 2001. Schneider left eCollege on unfavorable terms due to his competitive and confrontational leadership style, and he has chosen to not list eCollege in his background on either his Builder Sourcing or Mygoflight biography pages (Denver Business Journal, 2001; Builder Sourcing, n.d.; Mygoflight, n.d.). Juxtapose this with Erika Roegies. Roegies became a Vice President at TomTom when she was 35, and is now at Pearson (Linkedin, n,d,). Roegies manages a team of eight five people, across three countries. When she joined Pearson, her directive was to create a combined Program Management Organization that had been three separate groups up until that point. Roegies accomplished this, and has driven a culture of repeatable, and reliable. This paper compares and contrasts how each leader rose to power in their roles, their leader and follower relationships, each leaders use of referent power with their leaders, colleagues, and subordinates, how each leader motivated and rewards employees, as well as their self-destruct tendencies.
In consulting Linton, there are two main components that would have to be closely analyzed: Deborah Linton's leadership style and Lisa Benton's ability to positively impact her new business environment. Lisa Benton is well educated and experienced in her field; yet, she allows dysfunction to distract her of her ability to contribute. Benton surrendered the power of her voice because she humbled to the intimidation perceived from her supervisor, coercive teammate, and questionable environment.
Kerrie's has been charged with reducing operating expenses and her solution includes getting a team that would help in creating strategies and implementing them to reach their goal. The goal was to reduce costs in her business unit by 20%. The team is also responsible for coming up with recommendations that help in the monitoring of the implemented strategies within the required period. The account management team is angered and resistant, but the senior management helps the team with dealing with it (Lester & Parnell, 2007).
The example of Rebecca S Halstead presented in the article offers many lessons to students of leadership. The authors of the article mention several anecdotes and present various situations where Halstead exhibited qualities of leadership. As a student of leadership it is important to be analytical from different perspectives. I will attempt to present few of the most notable lessons which in my perspective the authors are trying to present.
“Leadership is more ability than job. Moreover, it is all about determination, ability to solve problems, set direction for followers, gather them for common purpose and motivating people to achieve tasks. Furthermore, it is a charisma and the ability to reacting at the right time for a particular competitive situation” (L.Mullins, 2010, P372).
In the “New Vice President” case study, Mid-West University faced a hiring freeze and leadership dilemmas. With the change in executive positions, Jennifer Treeholm, Associate Vice President for Academic Affairs, acquired the new vice president role. At first glance, she was the perfect candidate. Jennifer dedicated her career to improve the overall culture and mission, and she was familiar with the vice president’s duties. Although Jennifer was highly qualified, her previous relations with the staff rendered her ability to lead and make decisions effectively. As a result the college faced stagnant progress from delayed solutions and preventative measures. Thus, the staff began to doubt her abilities as a leader, which caused the previous employee structure to weaken.