On Moving from Colleague to Supervisor Course Name : Organizational Behavior Course No : MIS(301)

CASE STUDY ANALYSIS

Submitted to:
Dr. Md. Mahfuz Ashraf Course Coordinator Department of MIS University of Dhaka

Submitted By:
Sultan Mahmud Rawsanul haque Mirazul Islam Laskar Md. Najibul Islam Md. Omar Faruk Jahidul Morshed 07 40 45 47 51 70

Date of Submission : May 30 2010

Case:

Moving from Colleague to Supervisor

Cheryl Kahn, Rob Carstons, and Linda McGree have some thing in common. They all were promoted within their organization into management positions. And each found the transition a challenge. Cheyrl Kahn was promoted to director of catering for the Glazier Group of restaurant in New York City. With the promotion, she realized that things would be never the same again. No longer she would be able to participate in water-cooler gossip or shrug off an employees chronic lateness. She says she found her new role to be daunting. At first I was like a bulldozer knocking everyone over, and that was not well received. I was saying, It is my way or highway. And was forgetting that my friends were also in tension. She admits that this style alienated just about everyone with whom she worked. Rob Carstons, a technical manager at IBM in California, talk about the uncertainty hw felt after being promoted to being a manager from being a junior programmer. It was a little bit challenging to be suddenly giving directives to peers, when just the day before you were one of them. You try to be careful not to offend anyone. Its a stranger walking into a room and the whole conversation change. People dont want to be as open with you when you become a boss. Linda McGee is now president of Medix Insurance Services in Baltimore, Maryland. She started as a customer service representative with the company and then leapfrogged over colleagues in a series of promotions. Her first rise created problems. She saya colleague would say, oh, here come the big cheese now. God only knows what they talked about behind me back.

Summary:
Most of the time becoming a superior from a colleague brings some challenges in the job. Challenges arise in matching with the new situation, giving direction and controlling the pressure. In the case three persons Cheryl Kahn, Rob carstons and Linda MeGree faces same problem in their new position. After promoting to director, Cheryl Kahn round her new role to be daunting . After being promoted to manager from junior programmer, Rob Carstons found that it was challenging to be giving directives to peers. Limda McGree, president of Medex Insurance also faces same problem in her job after the promotion.

QUESTION 01
A lot of new managers err in selecting the right leadership styles when they move into management. Why do you think this happens?
Yes. Many managers do this error. Before that we have to understand about leadership and its applications. It helps to understand clearly this case.

Leadership
Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are not resting on their laurels.

Leadership Styles Overview

When developing your leadership skills, one must soon confront an important practical question, "What leadership styles work best for me and my organization?" To answer this question, it's best to understand that there are many from which to choose and as part of your leadership development effort, you should consider developing as many leadership styles as possible.

Three Classic Leadership Styles

One dimension of has to do with control and one's perception of how much control one should give to people. The laissez faire style implies low control, the autocratic style high control and the participative lies somewhere in between.

The Laissez Faire Leadership Style The style is largely a "hands off" view that tends to minimize the amount of direction and face time required. Works well if you have highly trained and highly motivated direct reports. The Autocratic Leadership Style The autocratic style has its advocates, but it is falling out of favor in many countries. Some people have argued that the style is popular with today's CEO's, who have much in common with feudal lords in Medieval Europe. The Participative Leadership Style It's hard to order and demand someone to be creative, perform as a team, solve complex problems, improve quality, and provide outstanding customer service. The style presents a happy medium between over controlling (micromanaging) and not being engaged and tends to be seen in organizations that must innovate to prosper. Situational Leadership Situational Leadership. In the 1950s, management theorists from Ohio State University and the University of Michigan published a series of studies to determine whether leaders should be more task or relationship (people) oriented. The importance of the research cannot be over estimated since leaders tend to have a dominant style; a leadership style they use in a wide variety of situations. Surprisingly, the research discovered that there is no one best style: leaders must adjust their leadership style to the situation as well as to the people being led. The Emergent Leadership Style Contrary to the belief of many, groups do not automatically accept a new "boss" as leader. We see a number of ineffective managers who didn't know the behaviors to use when one taking over a new group.

The Transactional Leadership Style

The approach emphasizes getting things done within the umbrella of the status quo; almost in opposition to the goals of the transformational leadership. It's considered to be a "by the book" approach in which the person works within the rules. As such, it's commonly seen in large, bureaucratic organizations.

The Transformational Leadership Style The primary focus of this leadership style is to make change happen in:

Our Self, Others, Groups, and Organizations

ERRORS
01.Preoccupation, or Lack of Concentration By making a decision when you are preoccupied, it is unlikely that you gave it the thought it deserved. Among the various issues that can arise in this scenario, many would consider it quite rude to deal with your team members in this manner. If someone seeks you out, they deserve your undivided attention. 02. Not Enough Rest Many individuals in leadership positions spend numerous extra hours at work and, in many cases, are on call continuously. Mistakes made due to fatigue may not have fatal consequences, but they will certainly affect careers and the health of the agency as a whole. 03. Taking a Bad Position This certainly does not mean that leaders must be infallible. It does mean that when they take a bad position, they should admit it and then modify it. Refusing to change because an agency has handled an issue a certain way in the past and needs to be consistent is an unreasonable philosophy. Positions can be consistent but also poor; leaders should strive for better. 04. Failure to Watch the Handsof a Problem Employee Every organization has its bad apples. It is amazing how one problem employee can disrupt an organization and take up inordinate amounts of a leaders time. Problem employees are experts at creating assignments and work for leaders. Fortunately, effective leaders can read these employees like a book. No matter how creative their methods may be, their goals are clear. They have no desire to be productive, and they expect to receive an unfair advantage within the organization. 05. improper Use of Handcuffs

It is very easy to become frustrated and hand out discipline to officers who make mistakes 06. No Search or Poor Search

Answer in the perspective of Bangladesh :

In our country many manager also do this error in selecting the right leadership style. I think this problem arise due to following reasons:

1.Misunderstanding the Employee:

Some time manager cant understand the actual position of the employees. So they select a leadership style which may not suitable for the organization.

2.Comunication Gap:
In our country communication gap is higher between management and workers. Employees have no participation in the management process. As a result manager takes any decision which s/he think best.

Poor or no Research:
Making research is very rare in our country. Many organization try to avoid this because it is very costly. Although some organization try to do this but there research is also very poor. As a result they cant take the right decision which is more suitable for organization.

4.Mantality:
Management think that employee should be forced to do the task which management think best. They think that employee has no quality to participate in the decision making process. Another problem is that if management select a participation style then the workers think that management has not enough ability to take decision without there participation.

QUESTION - 02
What does this say about leadership and leadership training?
According to this case study,we should know about leadership training and who are the employees want training to enhance their skills.Otherwise,so many errors will be occurred.

Leadership and Training

"Leadership is influencing people to get things done to a standard and quality above their norm. And doing it willingly." As an element in social interaction, leadership is a complex activity involving: a process of influence

actors who are both leaders and followers a range of possible outcomes the achievement of goals, but also the commitment of individuals to such goals, the enhancement of group cohesion and the reinforcement of change of organizational culture

Leadership Training
While leadership is easy to explain, leadership is not so easy to practise. Leadership is about behaviour first, skills second. Good leaders are followed chiefly because people trust and respect them, rather than the skills they possess. Leadership is different to management. Management relies more on planning, organisational and communications skills. Leadership relies on management skills too, but more so on qualities such as integrity, honesty, humility, courage, commitment, sincerity, passion, confidence, positivity, wisdom, determination, compassion, sensitivity, and a degree of personal charisma. Some people are born more naturally to leadership than others. Most people don't seek to be a leader. Those who want to be a leader can develop leadership ability. And many qualities of effective leadership, like confidence and charisma, continue to grow from experience in the leadership role. Leadership can be performed with different styles. Some leaders have one style, which is right for certain situations and wrong for others. Some leaders can adapt and use different leadership styles for given situations. People new to leadership (and supervision and management) often feel under pressure to lead in a particularly dominant way. Sometimes this pressure on a new leader to impose their authority on the team comes from above. Dominant leadership is rarely appropriate however, especially for mature teams. Misreading this situation, and attempting to be overly dominant, can then cause problems for a new leader. Resistance from the team becomes a problem, and a cycle of negative behaviours and reducing performance begins. Much of leadership is counter-intuitive. Leadership is often more about serving than leading. Besides which, individuals and teams tend not to resist or push against something in which they have a strong involvement/ownership/sense of control. People tend to respond well to thanks, encouragement, recognition, inclusiveness, etc. Tough, overly dominant leadership gives teams a lot to push against and resist. It also prevents a sense of ownership and selfcontrol among the people being led. And it also inhibits the positive rewards and incentives (thanks, recognition, encouragement, etc) vital for teams and individuals to cope with change, and to enjoy themselves. Leaders of course need to be able to make tough decisions when required, but most importantly leaders should concentrate on enabling the team to thrive, which is actually a 'serving' role, not the dominant 'leading' role commonly associated with leadership.

QUESTION 03

Which leadership theories, if any could help new leaders deal with this type of transition?
Interest in leadership increased during the early part of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill level. While many different leadership theories have emerged, most can be classified as one of eight major types:

1. Great Man Theories:

Great Man theories assume that the capacity for leadership is inherent that great leaders are born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term Great Man was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.

2. Trait Theories:
Similar in some ways to Great Man theories, trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership.

3. Contingency Theories:
Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation.

4. Situational Theories:
Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decisionmaking.

5. Behavioral Theories:
Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation.

6. Participative Theories:
Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.

7. Management Theories:
Management theories (also known as Transactional theories) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished.

8. Relationship Theories:
Relationship theories (also known as Transformational theories) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. These leaders often have high ethical and moral standards. Based on this case study, those three employees have been promoted suddenly as they mentioned God only knows what they talked about behind my back It is very important to handle these kind of incidents in any organization. I suggested to use below theories to deal this type of transition. Because we have to consider the employees those will be promoted their recent activities towards the companys success. Trait Theories: Contingency Theories: Situational Theories: Participative Theories Relationship Theories

Answer in the perspective of Bangladesh :

In our country if there arise any such situation in the organization then the following theories, I think, will help to match with the situation.

1. Participative Theories:
It suggests that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. For this situation if leader follows this theory then I think he will get a positive solution for this confliction .

2.Transformational Theories:
Transformational theories focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good

of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. These leaders often have high ethical and moral standards. If leader follow this theory, he will be able to value the decision of his subordinates (formal colleague) in the decision making process.

QUESTION 04
Do you think its easier or harder to be promoted internally into a formal leadership position than to come into it as an outsider? Explain.
Many companies scramble to advertise job openings in leadership positions, searching for the perfect candidate to fill their positions. Many times they are overlooking highly qualified people, right within their own organization. By creating an internal leadership development program, you can have workers ready to step into leadership roles, promoting from within and saving your company money and time over hiring from the street. The costs in adding a new employee to the payroll can be more than most companies ever imagined. Consider the payroll dollars that are spent on advertising, recruiting, interviewing, and other human resources jobs that are related to filling an open position. During those hours spent hiring a single person to fill one job, your human resources department could be conducting leadership training classes that would reach a number of people already employed by the company, creating a pool of people ready to be promoted within your organization. By hiring from within, you will also increase employee morale and productivity. If they know that there is opportunity for advancement when they work hard and complete the tasks assigned to them, they will go above and beyond to get noticed. When employees are happy, they are more likely to be engaged at work and will provide you with the level of commitment needed. Retention levels will improve, and less time will be spent training new employees to fill open positions. At times, companies will avoid developing a leadership program, simply because there is a bit of overhead involved in setting up these programs. While there may be training and development costs, in most cases, the savings when compared to the money spent on recruiting, hiring, and training new employees is well worth the minimal expense. Take a look at the overall costs before making a decision to hire externally. Leadership development is something that many companies take for granted. By implementing leadership programs within the workplace, you will create a more stable and productive working environment, plus free up valuable resources to take care of more important jobs. By promoting from within, you are doing both your company and your employees a great service. I think that internal promotion is more efficience than external one. Because internal employees already know about the companys values, strength and weaknesses.

The problem is that people rise to leadership in our society by a tendency towards extroversion, which means a tendency to ignore what is going on inside themselves. Leaders rise to power in our society by operating very competently and effectively in the external world, sometimes at the cost of internal awareness. These approaches typically tout an inherently solipsistic model, where leaders experiment with various recipes and roles for personal success. Self-actualization and self-improvement are the underlying mantras. The implication, of course, is that individual aspiration and success will translate into broader corporate achievements. Many of the executives that provided leadership during the great economic expansion of the 20th Centurys last decades are retired, leaving a leadership void. In most organizations the hierarchical structures of the past have been replaced with the flatter and more agile organizations of today. We have reengineered, downsized and right-sized to the point where many organizations been completely changed and re-shaped. In fact, mid-level management the old grooming ground for future leaders has been decimated, leaving a void in the leadership learning path.

Internal promotion will be answered for below questions, A clear mission statement Why do we exist? What is our organizational purpose? A compelling vision What clearly describes our future desired state? What fulfills the mission? A solid strategy What is the logic and tactics that ensure the mission and vision will be achieved? A reevaluation or restatement of organizational values What are the values the organization will both espouse and live by? Which values will satisfy all stakeholders needs? What culture do we want to create? A greater focus on sustainability, growth and talent What do we need to be doing today for our survival? What do we need to be doing to ensure future growth? What talent do we need both to survive and ensure future growth? A strong emphasis on creativity, innovation and implementation What products, services or other deliverables will support personal and organizational growth? How do you take these from a dream to reality? A possible structure change How do we best organize to bring about the changes needed to facilitate new organizational demands, as well as desired strategies and needs

Answer in the perspective of Bangladesh :

For a company in our country it may be easy or harder to promote internally into a formal leadership position then to come into it as an outsider. It depends upon the position or situation of the company. If companies leadership position is more strong then they can promote internally otherwise if they want or think that outsider will be best suited for them then they can hire or requite from outside. For example: When Rubba Dawla,the chief communications officer of Grameen Phone, resigned authority replaced Kazi Monirul Kabir in her position, who was head of regional sales of Grameen Phone.

Promoting internally may helps company in the following grounds: Increase Productivity Save time Save money Having clear idea about company Company can also promote from outside if they think outsider will help them to promote their productivity. But it is a long process in advertising, recruiting, interviewing. But it may positive from
following ground: More experienced person. Increase internal speed Implement new system