week 5 discussion

timer Asked: Feb 8th, 2019
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Question Description

Post your Leadership Case Problem answers to both case studies to the Discussion Board. Follow the Case Study Format that is provided to you in this module. You should fully analyze the case studies by first identifying the key issues and likely root causes before you attempt to answer the questions in the textbook associated with each case study. The length of your post should range between 500 words minimum and 1,500 words maximum.

100 word response and post 1-6

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Key Issues: The school district in which Mary Briggs is the superintendent is under siege; not from teachers, parents, or students, but from lack of leadership. Superintendent Briggs is more worried about a future vision than she is in solving the problems that will hopefully someday make that vision come true. Contributory Factors: • • • • • • • • • Mary Briggs is the superintendent of schools of a city school district comprised of more than sixty schools, including pre-kindergarten, elementary, middle, and high schools. This is a lot of schools for only one person to oversee. Fewer than 50 percent of the students graduate from high school, and only about 10 percent of the high school graduates are considered ready for college or employment. The local press, many parent groups, and the office of the mayor voice frequent complaints about the low performance of the city schools. Some people blame the teachers and the school principals for the problems. Others blame the parents and the neighborhood influences for the problems. Still others blame the problems of the school district on Superintendent Briggs When Superintendent Briggs was recently asked by a School Board Member about the most important part of her job, she responded about visions for the future and not about immediate problems within the district. During the workday, school principals and vice principals often send Briggs e-mails asking her advice for dealing with an immediate problem, but it usually takes about twenty-four hours to receive a response. Some principals or vice principals will attempt to get through to her on the telephone, but it just goes to voicemail. However, some calls get through to Superintendent Briggs’ assistant and they are told, Sorry, Superintendent Briggs is busy creating visions today. So she cannot talk with you unless this problem is a total emergency. Superintendent Briggs is busy creating visions today, has become a punch line for many jokes among principals, vice-principals, and teachers. The Root Cause: The root cause of the district having so many problems cannot simply be solved by a Superintendent because it takes everyone including parents, teachers, and principals working together to get the job done. However, having a Superintendent that is so obviously unconnected with the problems of her principals and schools is the main issue. Principals are in charge of their schools but need a leader to be able to count on and Superintendent Briggs has very much let them down in the leadership department. She is only worried about future visions for the district and has overlooked that to achieve these visions, immediate problems have to be fixed first. Solutions: First of all, the Superintendent needs to remember that the School Board are ultimately her boss and she has to answer to them. There needs to be a serious “Come to Jesus” meeting between the President and Vice President of the School Board with Superintendent Briggs. They need to make her understand that to achieve her visions for the district that immediate problems have to be taken care of first. The views of the principals of the district need to be discussed so that she gets the entire picture of the district. It seems like Superintendent Briggs has almost lost her hold on reality with where the district actually is compared to what she believes it to be. This is where the School Board needs to make her see. If this doesn’t work, then another Superintendent search needs to begin. Superintendent Briggs may be the boss of the school district, but her ultimate boss is the School Board and she answers to them. Advantages: When a district has a poor superintendent, it doesn’t mean that all schools will fail. The leadership of the principal at each school is the ultimate tell-tell in how a school performs. If a principal backs his/her teachers, is able to deal with parent concerns, and is able to stand alone without backing from the superintendent, then that school will succeed. A strong principal that is able to hire strong teachers, and knows exactly what is going on in his/her school, is a MAJOR asset. That is one advantage when there is a poor superintendent in charge of a district. Disadvantages: The disadvantages of having a superintendent with poor leadership abilities is that the principals of the different schools are not able to work together. They must become their own island in order to survive in an educational world. Although some principals in a district will be strong leaders, all leaders need support. When that support breaks down then the entire district will eventually as well. A Superintendent that will not listen to his/her own principals when they are pleading for help is definitely no leader. An agenda is nice to have in a perfect world, but education is about children and in that capacity, there is no perfect world. A superintendent needs to be able to see this and be willing to work with whomever needs it as well as be able to solve immediate issues when they arise. This is not happening with Superintendent Briggs. Final Suggestions: I would suggest the following: 1. There needs to be a serious “Come to Jesus” meeting between the President and Vice President of the School Board with Superintendent Briggs. They need to make her understand that to achieve her visions for the district that immediate problems have to be taken care of first. The views of the principals of the district need to be discussed so that she gets the entire picture of the district. 2. If this doesn’t work, then another Superintendent search needs to begin. Superintendent Briggs may be the boss of the school district, but her ultimate boss is the School Board and she answers to them. Questions: 1. As a strategic leader, what error might Mary Briggs be making? Clear and simple not listening to both her employees and her bosses. While having vision for the future is an important trait of leadership it is only one piece of the leadership pie. Superintendent Briggs must be able to develop more of a multi-level and strategic leadership plan to solve ALL problems within the district, both for the future as well as for the moment at hand to be successful. If she cannot develop solutions for both aspects of the issues within her district then she should hire an assistant to help work within the areas she fails or dislikes. One should ALWAYS hire their weaknesses in business and clearly Superintendent Briggs has some weaknesses. DuBrin (2016) explains knowledge management as where one deals with cultural focus and managing the knowledge. While Briggs seems to be strong in developing the knowledge she is lost in the dissemination as well as the application of this knowledge. 2. To what extent should a school superintendent be spending more time on strategy than optional problems? Each leader will have they’re on balance of strengths and weaknesses. Mundia (2016) explains how more of the most important aspects of leadership is to define a clear and precise strategic plan for the future. Clearly Superintendent Briggs enjoys strategic planning, which is great, but not the application part. She should either find a balance between future vision and supporting the current staff or hire someone who can assist her. As stated above the Superintendent should show strong support to their principals and general staff within the district, without this leadership schools will work independent of each other and not as a group. While one school might succeed others would fail, leading to the ultimate failure of the district. A strong superintendent allows for all moving parts of the district to work fluidly and smoothly together, then and only then will success be reached. While planning is a wonderful thing, paying attention to the current issues is just as wonderful. Neglecting one of these issues will cause ripples within the ranks which by default will cause the collapse of the system. 3. What advice might you offer Briggs to enhance her leadership image in her school district? Hire her weaknesses! Find people to solve for the problems she either cannot figure out a solution or dislikes the overall subject. Delegate more effectively. Explain to the school board her issues, but bring a solution to the issues at the same time. Develop positive solution for both future and current issues with solid and experienced methods which the School Board and employees would both support and understand. Develop a better communication chain between both the school board as well as the principals and employees and work on having a better public image within the district. Explain what vision for the future can do for the district as well as solving the issues at hand. Reference: DuBrin, A. J. (2016). The nature and importance of leadership. Leadership and Management in Criminal Justice (Custom Version 2e ed.). Boston, MA: Cengage Learning. Mundia, L., Shahrill, M., Jaidin, J. H., Jawawi, R., & Mahadi, M. A. (2016). Brunei's teacher education programs: insights into students' coping and help-seeking strategies to challenges. International Journal Of Mental Health Systems, 101-11. doi:10.1186/s13033-0160091-5 Post your Leadership Case Problem answers to both case studies to the Discussion Board. Follow the Case Study Format that is provided to you in this module. You should fully analyze the case studies by first identifying the key issues and likely root causes before you attempt to answer the questions in the textbook associated with each case study. The length of your post should range between 500 words minimum and 1,500 words maximum. 100 word response and post 1-6 Post 1 • • Key Issues Calvin works for a global insurance company as the director of disaster insurance. Calvin oversees a New York department and ten different representatives around the world. He is having problems getting his team around the globe to sale disaster insurance. Contributory Factors The ten different sales representatives are responsible for making sales for disaster insurance (DuBrin, 2016). In Europe, clients are least likely to buy disaster insurance. The Root Cause Dealing with multiple representatives that are spread out around the world, can cause problems. The team members do not report to Calvin. Those who sell the insurance do not communicate to the team members that Calvin oversees (DuBrin, 2016). Solutions Calvin can set up face to face meetings and travel to their region. These face to face meeting can help him get his team back on track. Advantages Calvin is trying hard to be a great leader to his team. He is trying to reach everyone through emails, videoconference, and phone calls. He has some team members that are also trying their best to provide the information Calvin need. Disadvantages Calvin is having a lack of communication between him and his team. There is a lack of emails that address the concerns the teams are facing. Due to the different time differences, there is a problem with holding a videoconference. Final Suggestions Technology can be used to keep track of the employee’s progress (DuBrin, p. 290). He can be successful by having a yearly face to face meetings (DuBrin, p. 290). He can also have virtual meetings for those who are in the same time zone. Questions Identify the teamwork problems you think Calvin might be facing. Calvin seems to be facing difficulties with communication and organization. His team is not giving him updates or reports of their progress. The employees that sell the insurance doesn’t report to Calvin and his teams. This leads to a lack of reports for their sales. It appears that his team lacks the enthusiasm to sell disaster insurance. Lack of disasters in specific regions or areas leads to a lack of potential buyers. This will make the team member feel as if there isn’t a point to work on selling insurance. He is having a hard time organizing team meetings that everyone can attend. What steps do you recommend Calvin take to enhance teamwork in his global disaster insurance team? Calvin can utilize practicing E-leadership to enhance teamwork in his global disaster insurance team. According to DuBrin (2016), E-leadership allows for work to be mediated by information technology. E-leadership can help connect Calvin and his team through the internet. He can start open a chat room for the team to improve with communication (DuBrin, p. 288). By Calvin keeping connected with his team electronically can help empower the team. He needs to speak to his team about the importance in disaster insurance (DuBrin, p. 289). Calvin has a real hurdle try to figure out how to create a meeting that everyone can join. The best way may be through some form of chat. Where Calvin start it off, and the rest join in and chime in at a reasonable time that doesn’t inconvenience anyone. Each person will have a chance to attend with a chat form. Once Calvin and his team come up with an appropriate time they can start virtual meetings. They will not have to leave the comfort of their home to attend these virtual meetings. These meetings could help boost company morale. What might Calvin do to provide stronger leadership to his global team? There are some things that Calvin can do to provide stronger leadership to his global team. Goals that will automatically be reported can be set for his global team. Goals can help make sure they meet certain standards. This can also help them keep in contact with Calvin. The goals can make his team members feel as if they have value. Reaching out to them each individually and can prepare for stronger leadership. E-leadership can help his virtual team to be stronger. Placing someone as their onsite boss can help with morale. An onsite boss can help make his leadership stronger. The onsite boss can provide Calvin with the reports he is lacking. The onsite boss could have a meeting with Calvin. When Calvin can’t meet with the global team members, the onsite boss can conduct the meeting. This information can be then reported to Calvin. Reference DuBrin, A.J. (2016). Leadership: Research findings, practices, and skills (8th ed.). Boston, MA: Cengage Learning. Post 2 posts Glennda McNeil posted Feb 7, 2019 4:20 PM Subscribe • • • • Key Issues: Ashley worked for a company that tried to boost sales and cut customer complaints by changing from a department lead company to a team-lead one. Not everyone that was within each of the former departments is thrilled about the responsibility that they will have once the teams begin. Contributory Factors: Though company is already profitable, they wanted to increase sales. The company received too many criticisms about poor service. The company also received criticism about the time it required to process a claim. Sales representatives also contended that the underwriting department took too long to approve and issue policies The Root Cause: Is that the purpose for forming teams was to improve customer service. But not all employees were on board with the company decision. And so, they refused to conform to the team mentality, and though positioned as a team lead by Ashley. They continued to work as they always had as individuals within a department. Solutions: Ashley needs to know how to lead each member with a different leadership style. This because the leader needs to have a good relationship with each member of her team. Ashley needs to find a way to show employees that because they had more power to make crucial decisions for customers, that they could help make the customers happier, because they would not have to wait as long for their decisions. If Ashley finds a way to empower her team to work as a team, they too could help improve company morale. Advantages: Ashley’s team would help make the company progress more by working as a team. As a team, they could produce more progress and less customer complaints due to slow customer claim settlements. Ashley needs to make sure that her team remains a team and continues to learn more about their team members and what they can do as a team and move onward and forward. Disadvantages: Ashley’s whole team including her, could be replaced with others that would work as a team and help bring the company to another level, which is why the company changed from departments to teams in the first place. The company would continue to be run at a loss with other teams as leaders and Ashley’s team at a default. Final Suggestions: I would suggest the following: 1. That Ashley finds a way to motivate her team members to work together as a team and not as the individual members they were in their departments. 2. For Ashley to find ways to show her team members how much better working as a team would be to everyone in the company, not only her team. 3. Ashley only has two months in order to show that her team is just as good as any other team. Ashley must find a way to make her a team that everyone wants to be on. Case Questions: 1. How can Ashley be a more effective team leader? Ashley must learn to build trust within her team, and begin trying to inspire teamwork. Ashley must then begin to create a team identity, including coaching team members toward higher levels of performance, even to the point of being a highperforming transformational team (that would bring about major constructive changes) and most of all encourage her team members to eliminate low-value work. 1. What can Ashley do to get her team more interested in functioning as a team? Define the team’s mission, establish a climate of trust, develop group emotional intelligence, develop a norm of teamwork, based on cooperation therapy, emphasizing pride in being outstanding, serve as a model of teamwork, including power sharing, use a consensus leadership style, establish urgency, demanding performance standards and provide direction, encourage competition with another group, engage in ample interaction with her team, minimize micromanagement and practice e-leadership for virtual teams. 1. Based on whatever information you have found in the case, what is your evaluation of Ashley’s charisma? Truthfully, I find Ashley’s charisma as non-existent. When she was asked why the company decided to go with teams, instead of encouraging her team members to feel better and not as confused about her job. Ashley chose to put it on the company stating “...just to go along with it and the team idea for now.” Which probably defeated the little self-esteem that she had, because she stated that, “..she was now confused about how and what she was supposed to do.” That was a perfect opportunity for Ashley to undergird her team member and encourage her why it was a good thing for her to embrace being a member of Ashley’s team. Reference: DuBrin, A. J. (2016). Leadership: Research findings, practice, and skills (8th ed.). Boston, MA: USA, Cengage Learning. Post 3 Alexandra Devries posted Feb 7, 2019 6:15 PM Subscribe • • • • Key Issues: Calvin, director of disaster insurance at a global insurance company, is having difficulty leading representatives from around the world. Different countries require different types of disaster insurance depending on their climate. It is also difficult to have team meetings because of everyone being in different time zones. Contributory Factors: Calvin manages a large department in New York while also leading 10 representatives around the world. These representatives are responsible for making sure sales people are selling enough insurance policies. The sales reps talk to their representative who then facilitates the message to Calvin’s team. Some sales reps are complaining that they are not selling certain insurance types because they do not have certain disasters in their area. Calvin is not able to have a team meeting because there are people who live in different time zones which is difficult to fi ...
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Tutor Answer

School: Duke University



Case study analysis of The global insurance tag team and Justin Salisbury tries a little

Key issues
Contributory factors
Root cause
Final suggestions





Justin Salisbury tries a little recognition
Key Issues:
Justin believes for his company to succeed, he needs managers to be motivated. He believes
with motivated mangers his order takers and cashiers will become enthused to work. He has
dangled what he believes is a great reward but the managers are not taking it.
Contributory Factors:
Justin has a debt today.
He believes the managers are doing what is expected of them.
Justin believes the weak link is the order taker and cashier.
He believes in motivating managers they will in turn make the order takers and cashers

The Root Cause:
Justin believes his order takers and cahiers are not doing enough to motivate customers in taking
more than just what they ordered.
The managers are not buying into his plan to motivate them.
He is more concerned about the financial growth of his company.
The manager meets Justin and tells him the truth.
The people to motivate infect are the order takers and cashers and not the managers.
Justin still believes if the managers are happy then sales will up and he will meet his targets, pay
back what he owes and live the life he wants.
The manager points out it is only the people in touch with the customers who can bring this
change on.
Justin is challenged to do it, if only for a week.
The manager encourages him to talk to the order takers one on one and the cashiers.



Justin wonders what he can discuss with them
He then is advised to acknowledge their efforts in keeping the business flow even and appreciate
them for the great job they are doing so far.
The manager further ad...

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