Running head: PSWA 1

CASE STUDY: PSWA – Analysis & Recommendations

Laura Lyn

Arizona State University

OGL-300 – Module 6

April 15, 2021

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CASE STUDY: PSWA – Analysis & Recommendations

In an attempt to obtain a bigger perspective of the situation at Phoenix Social Work

Agency (PSWA) we will need to take a detailed analysis of a few leadership areas in the process.

This will enable us to approach an overall plan of action in hopes that PSWA will have more

favorable outcomes with their Case Managers and subsequently move their accounting into the

black. We will assess the leadership through several approaches; transformational, servant, and

adaptive. Specifically, addressing two parameters from each of the leadership theories and how

effective these are being applied, if at all, in the agency. This will lead us to close with a

recommended clear path to action.

Applying Kouzes and Posner’s approach to transformational leadership, we will begin

with two of their fundamental practices, model the way and inspire a shared vision. These each

have two core commitments to fulfill, clear values and voice, and create and visualize,

respectively. In reviewing the PSWA study, it is clear that upper management has embraced

these concepts to a degree. As new case managers are brought in, they are provided clear

expectations from their leaders along with a shared vision, although it is not clear how inspiring

the vision actually is. In reviewing the team leads, we can see that Gwendolyn and Alicia have

quite different approaches. Alicia stays clear with the expectations of the case managers,

however it is not clear if this approach actually is more effective for the desired outcomes. And,

it appears Gwendolyn’s approach may offer more inspiration toward the shared vision. Each

team lead does appear to model the way, although they are different in their approaches. This

may cause frustration between the case managers, and since they are so dissimilar, it could lead

to confusion as to what is the shared vision.

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Moving into observing the servant leadership theory and PSWA, let’s look at a couple of

Spears’ characteristics; listening and awareness. Leaders in this approach listen first when

communicating with followers. They want the follower to feel heard and validated in their

concerns. PSWA is attempting this with their quarterly employee meetings, nonetheless it

appears that this meeting is not mandatory and the employees do not feel heard. In addition, the

team leads are operating differently in this area too, with Alicia checking and threatening

sanctions, and Gwendolyn allowing case workers to work in cafes within their geographical day.

To this end, Gwendolyn is practicing listening and awareness, in that she understands the

demands on the case workers and realizes that demanding them to return to the office to

complete work notes would be her adding supplemental stress on their work load.

As we further our evaluation, let’s assess PSWA’s capacity for the two characteristics of

adaptive leadership theory. Beginning with identify adaptive challenges, which provides four

areas to consider; gap between espoused values and behavior, competing commitments, speaking

the unspeakable, and work avoidance. It is obvious PSWA has attempted to define and

implement structures to transform some of their challenges. However, it appears they could

utilize the more prescriptive approach discerning technical and adaptive challenges. Their

weekly and quarterly meetings, do not appear to be cohesive and effective, especially to the

degree that only 1/3 of the employees attend. In addition, as we look at the second theory

characteristic, regulate distress, we see that the theory advocates three ways to maintain

productive levels of stress; 1) create a holding environment, 2) provide direction, protection,

orientation, conflict management, and productive norms, and 3) regulate personal stress. It

appears the quarterly meeting was in an effort to regulate personal stress. As well, Gwendolyn

attempts to regulate distress through her allowance of working in coffee shops and providing
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more autonomy. Nonetheless, overall PSWA is severely lacking in the regulating distress area,

as evident with 2/3 of the employees not attending the quarterly meeting and their high case

manager turnover.

To this end, the following recommendations are suggested:

Begin with listening to the feedback from the case workers; e.g. define geographical areas, allow

notes to be completed in the field. Strive to create a Servant Leadership culture that supports the

followers. However, since this will mean big changes consider addressing these changes using

the Adaptive Leadership Model, it provides an extensive methodology for the leaders in

identifying, implementing, and adapting to overcoming the challenges that may arise in the

process. In addition it creates support for the follower, and builds trust and commitment between

the leaders and the followers. These methods can be easily applied within the Servant

Leadership model as well, and in the end should enhance follower performance and growth,

along with organizational performance, and have a societal impact.