1. Claudia Bernal-Vallejo EDD8104 Capella University
Segment 1 Case Study
Claudia Bernal-Vallejo
EDD8104
Capella University

2. Introduction
In order to better understand the cases and further comprehend the analysis, the following information is important to review.
Leadership is a process, not a position
Leadership involves something happening as a result of the interaction between a leader and the followers
Leadership involves both the rational and emotional sides of human experience.
People differ in their thoughts and feelings, hopes and dreams, needs and fears, goals and ambitions, and strengths and weaknesses.
Hughes, R. L., Ginnette, R. D., & Curphy, G. J. (2011). Leadership: Enhancing the lessons of experience (7th ed.). New York, NY: McGraw-Hill.

3. Problem Statement
Leadership goes beyond the outcomes of a particular individual -and the position he holds.
Managers can be fired regardless of their results. In this case, the two managers’ behaviors are indeed responsible for the negative feedback that will end their current employment status.
But what is the problem? Why individuals’ personal behavior can oversee the results achieved on a particular business?
I am going to analyze some details of both cases to help you on the process of understanding the implications of leadership.
Case #1: Alex Sander had successfully rebranded two national skin care products at Landon Care Products (“A Day n the Life of Alex Sander,” 2008, p. 1), however, his current management position is in jeopardy. Sander needs to ensure success and develop long-term talent to guarantee the success he constantly brag about. Alex did certainly steadily climbed his own ladder to become a Product Manager, but his style and temper prevent him from being a true long-term leader.
Case #2: Thomas Green, hit the ground running at Dynamic Displays. As an account executive, he soon completed a contract for one of the largest airline carriers, Journey Airlines, to accelerate rollout of kiosks in 20 airports and to purchase upgraded software for kiosks in the majority of their locations. He did everything to get noticed and earn a management position, but he had to deal with any fallout resulting from the judgments of the new senior market specialist who clearly intended to get rid of him (“Thomas Green Case, 2008, p. 6) due to his lack of long-term planning.
The general problem on both cases relates to their lack of leadership skills. Both individuals, regardless of their success and business managers, were at risk of being replaced. From an organizational perspective, their inability to gain their workers’ and bosses’ positive attitude, and respect towards the long-term plans, undermined any short-term results.

4. Cases ALEX SANDER THOMAS GREEN Landon Care Products Job in jeopardy
Dynamic Displays- Senior Specialist
Rebranded two national skin care products.
Completed a contract for one of the largest airline carriers, Journey Airlines.
Feedback Tool: 360
Feedback method: Series of s
Leader approaches: Trusted workers, unhappy workers
Promotion ended in disaster/ questioned supervisor’s unrealistic goals
Questioned after report was delivered
Questioned himself: What went wrong?
Effective manager, poor strategy decisions but judgment right on target
Very responsible, identified industry opportunities, too conservative, not many leadership strategies
Narcissist , no work-life balance
Busy life, girlfriend
Feedback: “ good short-term goals, but need to work on talent long-term goals.
Feedback: “He has to think outside the box and develop strategies to capture growth target”
Feedback: “Lack of commitment”, “does not praise others often”
Feedback: “Paid no attention to office politics”
Bad temper, react too quickly
Mood temper
Both cases have many similarities. Both managers gained their position with good skills, both had success, both were in jeopardy.
Alex Sander showed more narcissistic qualities and pushed his employees based on his lack of skills and the inability of having a work-life balance, It seems that he is alone and have little interest for people’s feelings and achievements.
The feedback methods were different, the 360 method used on Sander’s case seems to be more comprehensive. It reports feedback from everybody-which makes it fair.
The method on Green’s case is more informal, incomplete and mostly based on emotions.
The problem they are both dealing with, and although their characteristics and behaviors are quite similar, the results may have different outcomes.

5. Purpose of the Presentation
To identify the behavioral problems that have decreased the managers’ possibilities of becoming true long-term, effective leaders. And the employees’ reaction to those problems.
Analyze two feedback tools are being used and compared.
Once identified the problems, this presentation intents to find possible solutions to the problem.
The purpose of the current qualitative analysis was to identify the small and large details that affect the managers’ leadership skills. As a fictitious employee, I want to analyze the aspects that would push me to provide a negative feedback to management.

6. Background Related to the Problem
Alex Sander received the results of a feedback tool called 360 (feedback from everybody). This type of report includes input from supervisors, peers, and consumers.
Thomas Green received feedback about his performance through a series of s.
Results evidenced that both, Alex Sander and Thomas Green, have good to great business plans but their behavior and way to approach their coworkers and employees affect their perception as leaders.
Their behavior was directly affected by the way in which their feedback was delivered. And employees’ attitude was affected by their behavior and bad temper.
Followers are the direct determinants of leadership effects. Employees and peers articulate leadership based on the leader’s actions and reactions, as well on the way in which they feel identified by the leader. In this case, a manager with bad temper, a poorly delivered feedback report, or a hierarchical problem component will constantly affect his/her leadership skills, therefore his/her success.
Lord, Robert G.; Brown, Douglas J. Mahwah, NJ, US: Lawrence Erlbaum Associates Publishers. (2004). xiii 248 pp.

7. Guiding Questions
Are feedback-report tools necessary to promote leadership? What kind of feedback-reports are more appropriate to promote leadership in an organization? Are self-feedback reports effective?
Are individual’s behaviors responsible for the lack of success of great business managers? What are the competencies that can be affected by the individual’s behavior? Are there any behavioral contributing factors that benefit leadership perception?
Do micromanagers destroy leadership skills and perceptions? Is delegation primarily a business/management strategy/method, or a controlling tool? What are the main benefits of micromanaging?
Managers and employees need to feel praised and respected. Feedbacks are as important as any economic outcome, and need to be performed and delivered with professionalism and people skills.
There is a strong relationship between leadership styles (charismatic and noncharismatic) and the three types of task feedback (internal, external, and no feedback). Individuals’ self-efficiency and business performance are affected by both the feedback results and the way in which the specific tool is delivered. Workers exposed to a charismatic leader may report on their performance regardless of the feedback received, while workers exposed to noncharismatic leaders show a great impact on their performance based on the way in which the feedback was gather and delivered.
Shea, C. M., & Howell, J. M. (1999, Autumn). Charismatic Leadership and Task Feedback: A Laboratory Study of their effects on self-efficacy and task performance. The Leadership Quarterly, 10(3),

8. Analyzing the Significance of the Questions
In relation to professional development needs
“Treat the LPI Feedback not as a report card, but as valid and useful information that will help you improve”.
“Those who are the best leading are also the best at learning”. Leaders need to continually do more to improve themselves. One way to be the best you can is through the analysis of a LPI (Leadership Practices Inventory) Feedback.
Alex Sander’s report shows how his supervisors see his aggressiveness as a positive asset. He is capable of showing initiative. “Alex is a self-starter who identifies and implements whatever measures are necessary to launch products on time and on budget.” Also, his commitment is seen from two different approaches. “Alex works tirelessly. The flip side is that Alex expects other to work that same way, though. I can’t keep up with Alex, but that does not mean I lack commitment and dedication.”
On the other hand, Green’s less structured feedback messages also speak out of his individual’s behavior. “Since Thomas assumed the position of senior market specialist…, numerous incidents of poor judgment and questionable behavior have concerned me. …we needed to have an overarching discussion about his performance and to develop a strategy for improving his work style”.
Kouzes, J. M., & Posner, B. Z. (2003). The Leadership Practices Inentory (LPI): Participant's Workbook. San
Francisco, CA: Pfeiffer.
Shea, C. M., & Howell, J. M. (1999, Autumn). Charismatic Leadership and Task Feedback: A Laboratory
Study of their effects on self-efficacy and task performance. The Leadership Quarterly, 10(3),

9. Analyzing the Significance of the Questions
In relation to the problem: Good and great business managers succeed on their business/economic results, but are in risk of getting fired because their behavior affects the perceptions of leadership.
“Managers fail to secure leadership identities and a coherent view of their work. Value commitments appear as disintegrated and contradictory. The study indicates a need to radically rethink dominant ideas about leadership.”
Alex Sander’s report shows how his supervisors see his aggressiveness as a positive asset. He is capable of showing initiative. “Alex is a self-starter who identifies and implements whatever measures are necessary to launch products on time and on budget.” Also, his commitment is seen from two different approaches. “Alex works tirelessly. The flip side is that Alex expects other to work that same way, though. I can’t keep up with Alex, but that does not mean I lack commitment and dedication.”
On the other hand, Green’s less structured feedback messages also speak out of his individual’s behavior. “Since Thomas assumed the position of senior market specialist…, numerous incidents of poor judgment and questionable behavior have concerned me. …we needed to have an overarching discussion about his performance and to develop a strategy for improving his work style”.
Alvesson, M., & Sveningsson, S. (2003 , July ). Good Visions, Bad Micro-Management and Ugly
Ambiguity: Contradictions of (Non-) Leadership in a Knowledge-Intensive Organization.
Organization Studies, 24(6),
Kouzes, J. M., & Posner, B. Z. (2003). The Leadership Practices Inentory (LPI): Participant's Workbook. San Francisco, CA: Pfeiffer.

10. Systems-Thinking Concepts
Leadership and Management Relationship
There has to be a consistent relation between the manager’s business plan and results, and the manager’s behavior.
Leadership
Management
Values
Norms
Cohesiveness
Tasks
Norms
Cohesiveness
Behavior
-Situations
Leadership is a process, not a position.
Leadership involves something happening as a result of the interaction between a leader and the followers
1. We become better leaders by profiting more fully from our experiences 2. Leadership involves both the rational and emotional sides of human experience
3. Leadership situations can be complex 4. Leadership and Management overlap 5. There is no simple recipe for effective leadership
Alvesson, M., & Sveningsson, S. (2003 , July ). Good Visions, Bad Micro-Management and Ugly Ambiguity: Contradictions of (Non-) Leadership in a Knowledge-Intensive
Organization. Organization Studies, 24(6),
Hughes, R. L., Ginnette, R. D., & Curphy, G. J. (2011). Leadership: Enhancing the lessons of experience (7th ed.). New York, NY: McGraw-Hill
Kouzes, J. M., & Posner, B. Z. (2003). The Leadership Practices Inentory (LPI): Participant's Workbook. San Francisco, CA: Pfeiffer.
Shea, C. M., & Howell, J. M. (1999, Autumn). Charismatic Leadership and Task Feedback: A Laboratory Study of their effects on self-efficacy and task performance. The
Leadership Quarterly, 10(3),

11. Reflection on Professional Development
1. Assessment and Feedback need to be an independent chapter on the book of Professional Development training and strategies. Goals/Training to include:
Achievement of Goals and Objectives ( Weekly, Monthly, 6-Month, Yearly)
Leadership Skills (Hiring/Firing, Praising, Motivational, Communication)
Behavior and Attitude (Narcissism, Delegation, Language, Tone, Cultural Awareness)
2. Behavior and Commitment are affected by the way in which Feedback is given, therefore, the attitude towards the job position. In this context: Assessment and Feedback trainings shall include aspects such as:
Assessment Instruments and Tools , Feedback Methods and Efficiency
3. Leadership strategies are to be developed in order to maintain the employees’ satisfaction rate. Those trainings shall be job position specific.
Managers/Supervisors Training
Workforce
Employees, regardless of their hierarchical place, need to develop personal, people, and professional skills that allow them to grow up as individuals and as managers. Leadership is a process that entitles, both the management and the workforce, to acquire professional development training, and the possibility of being promoted based on performance. Professional Development requires training on feedback-report tools. The way in which an employee is assessed, reviewed, and given feedback will affect his or her behavior at the worksite, performance, commitment, and attitude towards his or her supervisors, peers, and employees.
Alvesson, M., & Sveningsson, S. (2003 , July ). Good Visions, Bad Micro-Management and Ugly Ambiguity: Contradictions of (Non-) Leadership in a Knowledge-Intensive Organization. Organization Studies, 24(6),
Hughes, R. L., Ginnette, R. D., & Curphy, G. J. (2011). Leadership: Enhancing the lessons of experience (7th ed.). New York, NY: McGraw-Hill
Kouzes, J. M., & Posner, B. Z. (2003). The Leadership Practices Inentory (LPI): Participant's Workbook. San Francisco, CA: Pfeiffer.

12. Summary
Managers put at risk their position regardless of success because of their behavior and lack of leadership skills.
Feedback-report tools are indispensable and require structured methods.
Feedback delivery is as important as the assessment methods used to review leadership standards.
Both Sanders and Green were professional business managers with successful stories. However, their proud attitude and bad temper were affecting their long-term goals greatly. Putting their position at risk was something that, apparently, and because of their narcissist behavior, did not seem to alter their conduct. If an organization, and as part of their leadership strategies, develops and maintains efficient assessment and feedback methods-as part of their professional development schedule, may reduce the amount of well qualified managers being fired due to their lack of communication, leadership, and organization skills.

13. References
Alvesson, M., & Sveningsson, S. (2003 , July ). Good Visions, Bad Micro-Management and Ugly Ambiguity: Contradictions of (Non-) Leadership in a Knowledge-Intensive Organization. Organization Studies, 24(6),
Hughes, R. L., Ginnette, R. D., & Curphy, G. J. (2011). Leadership: Enhancing the lessons of experience (7th ed.). New York, NY: McGraw-Hill
Kouzes, J. M., & Posner, B. Z. (2003). The Leadership Practices Inentory (LPI): Participant's Workbook. San Francisco, CA: Pfeiffer.
Shea, C. M., & Howell, J. M. (1999, Autumn). Charismatic Leadership and Task Feedback: A Laboratory Study of their effects on self-efficacy and task performance. The Leadership Quarterly, 10(3),
Alvesson, M., & Sveningsson, S. (2003 , July ). Good Visions, Bad Micro-Management and Ugly Ambiguity: Contradictions of (Non-) Leadership in a Knowledge-Intensive
Organization. Organization Studies, 24(6),
Hughes, R. L., Ginnette, R. D., & Curphy, G. J. (2011). Leadership: Enhancing the lessons of experience (7th ed.). New York, NY: McGraw-Hill
Kouzes, J. M., & Posner, B. Z. (2003). The Leadership Practices Inentory (LPI): Participant's Workbook. San Francisco, CA: Pfeiffer.
Shea, C. M., & Howell, J. M. (1999, Autumn). Charismatic Leadership and Task Feedback: A Laboratory Study of their effects on self-efficacy and task performance. The
Leadership Quarterly, 10(3),