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MGT 500 Week 4
MGT 500 Week 4
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LESSON # CASE STUDIES 2
This case study is about a sales supervisor by the name Suki Andrews, who noted the problems
existing at Listo system. After going through a short discussion, she found out that due to the
organizations impassiveness and exclusion led to loss of sales and customers (Chaudhry &
Javed, 2012). Many complaints were received from the customers, that there have been
impediments in bill filling. Furthermore, there is negligence and underperformance and therefore
should act like a leader and show some authoritative nature to her employees.
Strategic Issues
After Suki has recognized and established the problems that have taken place in her department,
she called a meeting and updated her employees allowing them to get the answer for the affirmed
problem and get serious equally. She made them aware that she would check and trail on any
Considering if the situation is favorable or not, task behavior should be applied. Since the
situation is unfavorable then Suki should apply task behavior (Chaudhry & Javed, 2012). Her
iii. The roles of the employees are made by the leader; Suki
It can be considered that task behavior of Suki is moderate to high. This is because her behavior
When relationship behavior is discussed, it means the making and binding of contacts with all
the staff rather than concentrating on tasks as well as sharing of options. The results of Sukis
i. She adopts to ways of communication that are top to bottom as well as the vice versa
ii. The level of discussion is limited but the opinions of the employees are considered
The analysis shows that Sukis level of leadership is very low, it can also be considered as very
limited. Her task can also be considered task oriented as compared to relationship centered. Her
behavior is considered one that has been able to reach maturity level but that of her employees is
very low (Lam & O'Higgins, 2012). This is the reason why the employees are not able to
undertake their tasks in a better way. It is wise for her to improve her task behavior as compared
Leadership style
I propose that Suki has S1 type of leadership since he has low task relationship. Likewise, it can
be analyzed that she is more concerned about task completion as compared to creation of better
and working relationship with her employees. This means that this type of leadership is called
telling (Lam & O'Higgins, 2012). This type of leadership takes place when the leader decide
I consider that Sukis leadership style is one that matches with that of a mature nature of the
people he manages. The maturity level is M1. In a situation whereby the employees are not ready
LESSON # CASE STUDIES 4
to handle their tasks, then their maturity level is considered to be low, this means that they do not
Analysis of Findings
Not until the clients raise complaints Suki is not concerned about her responsibility. Her task is
to ensure that she manages and supervises the bills as well as other regular tasks but she is not
undertaking this in the best way possible. According to situational leadership theory, the success
of a good leader is dependent on her/his ability to meet organizational needs so does that of the
Conclusions
It can be concluded that leadership is one of the key pillars of a successful organization such as
Listo. If Suki is able to keep her leadership trail to better end, Listo will be a better organization
that it currently is. For example, she should adopt transformational leadership style to be able to
Recommendation
The following are the main recommendations of what Suki should do:
i. To get a better relationship related approach that will increase the employees relationship
to hers.
ii. She should change the type of leadership style she is using from telling to
(Preston, 2012).
LESSON # CASE STUDIES 5
References
Chaudhry, A. Q., & Javed, H. (2012). Impact of transactional and laissez faire leadership style on
Lam, C. S., & O'Higgins, E. R. (2012). Enhancing employee outcomes: The interrelated
Preston, T. (2012). The president and his inner circle: Leadership style and the advisory process