Analyzing and integrating leadership theories

Running Head: ANALYZING AND INTERGRATING LEADERSHIP THEORIES

Analyzing and Integrating Leadership

Organizational Leadership

ABSTRACTWithin this discussion assessment I will review and analyze the decisions made by the leadership of David the new Vice President of the Texas Plant. His decisions will be reviewed along with other team players Paula and Harvey, and weather their decisions benefited the company in any way.

Tunisia I.E. Al-SalahuddinColorado State University Global Campus Instructor: Dr. Brandy Blunt

ANALYZING AND INTERGRATING LEADERSHIP 1

Overview

Texas Plant seemed not to be doing well with all these new needed changes. Harvey the

Human Resource department manager was facing new changes as well with the hiring of the new

Vice President David whom in return hired a new (OD) Organizational Development person to

help with sales and development within the plant. Paula the (OD) was to report to Harvey in HR

but would these changes help with the progress of the Texas Plant for the betterment of business?

Assessment

Internal and External Drivers for Change at the Texas Plant?

One of the most effect and efficient internal drivers would be Paula for taking the

initiative to create a team to develop the new plan. Even though she did not inform

Harvey from HR at first she did her job and also included Harvey in on the team. When

it comes to external drivers for change most of the development was done within the

plant i.e. workers, managers, executive boards, and plant managers. The only outside

changes that would be done was the hiring practices. Texas Plant installed competencies

(per Paula) when doing hiring to ensure they are hiring qualified people.

What Type of Leadership and Communication Style Did David Exhibit When Hiring Paula?

According to David, “In her three years at the Texas Plant, Paula had accomplished

much of the transformation that David wanted. The system was in place for

empowerment and continuous improvement” (Pryor, Humphreys & Taneja, 2011).

David wanted for the leadership within the plant to work in a cohesive manner and be

able to accomplish and achieve. Paula assessed what was needed and was able to

accomplish what David asked of her when he hired Paula. “In a meeting with Paula and


Harvey, David told them that from now on Paula would report directly to him—that

Harvey and Paula would now be at the same level and that they would have to “get

along” (Pryor, Humphreys & Taneja, 2011). From the article writing it is fair to assume

that David did use Transformation Leadership allow Paula to shine as a leader and he

seemed well pleased by her leadership as the new (OD) Organizational Developer.

What Could He Have Done Differently?

What should have been done differently was Harvey should not have been given that

much intimidation power or the right to cause such conflict within a struggling plant. It

more than likely would have been feasible for Paula to report to David and another plant

manager, but from the report given Paula attempted to report to all levels of management

with an in-depth descriptive report and input into the new development of the plant.

Victor Lipman a contributor for Forbes online stated, “Partner with HR - Though Human

Resources operatives have become joking stereotypes on TV and in movies… I’ll state

this in bold letters: When I was in management, my colleagues in Human Resources

were of inestimable valuable to me on many occasions. I never hesitated to call on them

when I faced difficult employee conflicts” (Lipman, 2013). I do believe that Paula did

take the high road by not getting so upset with Harvey and by working closely with

David the VP and Harvey in HR.

What Type of Team Dynamic Did David Create?

David hired Paula whom created the redesigning of the plant along with the team

dynamics of the company and leadership. Within the article the authors stated regarding

Paula’s accomplishments,


The next thing that Paula did was to establish a leadership teamcomprised of everyone who reported to the vice president. Initially,the leadership team included the Directors of Engineering, Facilitiesand Maintenance, IT, Financial Operations, and HR (Harvey) as well asthe two production managers and the OD Manager (Paula). Then Paulaadded union employees to the leadership team. She did all of this without asking Harvey – she just did it and sent out an email to everyone inviting them to a meeting. At the meeting, she said the plant needed a mission and vision as well as goals and objectives, strategies and tactics, and measurements. During the meeting, the mission and vision were written, and she announced that all departments were expected to have their own missions and visions as well as complete strategic and tactical plans. David congratulated the members of the leadership team for moving so fast and said, “Let’s meet every week. This is great!” In a few weeks, the leadership team completed the goals and objectives, strategies and tactics, and measurements for the plant” (Pryor, Humphreys & Taneja, 2011).

Paula accomplished a lot and created excellent team dynamics which Harvey was not

pleased with.

How Did Paula Benefit

Paula benefited by obtaining an excellent position, being able to accomplish and

complete the needed task, and by getting the recognition she needed showing she was

doing well by other team members and leaders input. Even though she reported to

Harvey his input did not affect her working, skills, and talent to complete a job

assignment.

How Did Paula’s and Harvey’s Actions Affect the Team Dynamic?

Paula’s actions affected the team in a phenomenal way because she did everything that

David hired her to do. Harvey seemed to be at a power struggle with Paula whom only

did her job for the betterment of Texas Plant. “Blocking: this happens when team

members behave in a way that disrupts the flow of information in the group” (Eyre,

1996). The team dynamics went well and all other managers where pleased, but it was

Harvey and Joe the plant manager whom were not pleased with the changes to the plant


and Harvey was quoted saying, “Let’s get rid of this presumptuous OD manager who is

interfering in everyone’s business!” Joe’s advice was, “Tell Paula to straighten up or

leave” (Pryor, Humphreys & Taneja, 2011). I believe they were trying to create an

atmosphere of intimidation for Paula to fail at her hired position which she did not.

If You Were a Consultant Brought into the Texas Plant, What Advice Would You Give David, Paula, and Harvey?

Upon being hired as a Consultant at the Texas Plant I would do an evaluation of performance

and put together a PMS team. I would sit in on one or two of the company meetings and a major

to do on my list would be to create a conflict resolution team to discuss what was done, what

needs to be done, where the conflict lies, and the resolution to the conflict, or problems. I would

interview other managers, leadership, and employees to see how they feel as employees and what

they have noted as effective changes and non-effective changes. Then finally I would give a

report indicating the success of Texas Plant, whom the team players are, whom the hinderers are

within and outside. “Management consultants provide strategic, unbiased and objective advisory

services which assist organizations in improving productivity and overall performance. Advisory

expertise covers areas such as change management, financial performance, marketing, business

restructuring, and human resources, with an emphasis on managing risks and costs” (AAC,

2015). The consultant often times can perform the role of a change agent to ensure all

documented and needed changes are completed that where stated within the consultant’s report.

Given the Challenges they Face, as to the Next Steps Needed?

The challenges that they will face are in regards to letting Joe and Harvey go, “She

noted that Harvey seemed incapable of strategically and tactically using his power for

positive purposes. She also mentioned that Joe, the Plant Manager, collaborated with


Harvey in his abuse of power and caused problems with plant operations. In fact, Joe

gave instructions to Page 114 Journal of the International Academy for Case Studies,

Volume 17, Number 7, 2011 Plant employees that were directly opposite to David’s

instructions and vision for the Texas Plant. She indicated to David that the Texas Plant

would be much better off if both the Plant Manager and Harvey were asked to resign”

(Pryor, Humphreys, Anderson & Taneja, 2009). The question is will Harvey and Joe be

around to see the outcome of the Texas Plant and how there new changes affect the

overall internal and external progress of Texas Plant from employees to customers.

My Perspective Regarding Organizational Ethics and Trust

Upon reading ‘Transforming the Texas Plant’ I did not get a predisposition that there

was any ethical issues at hand but rather a communication problem along with trust

issues. “Another trend related to changes in the organization of work also will lead to an

increased interest in the study of trust. Lawler (1992) cited continuing changes in the

workplace in the direction of more participative management styles and the

implementation of work teams.” In order for the plant to be successful and for Paula to

complete the tasked which is required of her she needs the cooperation of all the plant

managers, employees, and executive board members. Joe, Harvey, David, and Paula

must have their own weekly meeting for the next couple of months just a simple check-in

to ensure they are on the same page within complying and completing for the sake of

Texas Plant

Conclusion

Within this journal it is evident that David took the initiative to see that the Texas

Plant was running and producing at full capacity. Even with hiring Paula the new OD


there seemed to be a few hindrances when came to management and how they all worked

together. Harvey in HR seemed not to appreciate the fact that Paula did not wait for

direction but took the initiative to step up and do what was required of her OD manager.

This case is clearly a case of managers not communicating properly, not getting along,

and to equals within management a HR manager and an OD manager whom seem to

bump heads on a constant. In any working infrastructure in order to thrive and prosper

there must be a meeting of minds in a productive group think environment. Having the

no person is a plus only when they make you take a second look at the possibilities, but in

this situation Paula was dealing with a tug-o-war type of authority and working within an

environment that caused friction to happen. If they do not collaborate and come to some

cohesive agreement then someone will have to leave and I would have to say it would be

the one who is not for the success of Texas Plant.


References

All About Careers. (2015.). Retrieved September 10, 2015.

Elizabeth, E. (1996). Improving Group Dynamics: Helping Your Team Work More Effectively. Retrieved September 10, 2015, from https://www.mindtools.com/pages/article/improving-group-dynamics.htm

Lipman, V. (2015). How to Manage Conflict at Work. Retrieved September 10, 2015.

Mayer, R., Davis, J., & Schoorman, D. (1995). AN INTEGRATIVE MODEL OF ORGANIZATIONAL TRUST. Retrieved September 11, 2015.

Nickerson, I., & Rarick, C. (2011). JOURNAL OF THE INTERNATIONAL ACADEMY FOR CASE STUDIES. Retrieved September 11, 2015.

Pryor, M.G., Humphreys, J.H., & Taneja, S. (2011). Transforming the Texas Plant. Journal of

the International Academy for Case Studies, 17(7), 111-120

Leadership & Management

Analyzing and integrating leadership theories