ZU-047 - Hüseynov Şahmirzəli

1. How can Laura more effectually use both leadership and management skills in her
role as an associate director? What combination of the two works the best in this
setting?

A director can be a manager and a leader simultaneously. Since both managers are
clearly capable and directly manage all of the department staff, Laura must focus
on being a leader. Laura must delegate the managerial responsibilities to the two
managers. Thus, building up the managers’ confidence and use their problem-
solving skills to help their staff. It will also enable Laura to focus on building a
greater sense of staff commitment to the company’s mission statement.

2. What steps are needed for building the staff’s confidence?

Due to the high turnover in the company and Laura’s negative conversation style, the
staff is uncertain about their future in the company. The following steps are necessary
for building the staff’s confidence in Laura:

● Giving managers greater independence and the necessary information to

manage their staff.
● Communicating regularly with the staff about changes
● Supporting the staff in pursuing learning opportunities, professional
development, and making time for them to do so
● Engaging in team building interactions and exercises
● Incentivizing high-performance
● Addressing Laura’s conversation style directly and explaining to her how it
affects staff perceptions
● Involving staff in the hiring process
● Communicating with the staff directly and without reprisal, about the issues,
they think cause high-turnover
3. What advice would you give Laura on enhancing her leadership skills and to the
managers on developing their management skills?

Laura and the managers should complete a leadership or management assessment to

determine their personal skills, learn how they can support their employees in the best
way possible, and figure how they can work together to use each other’s strengths to
run the department. The managers can use the style approach to structure their
managerial styles as manager 1 uses a task-oriented approach whereas managers 2
demonstrates a relationship-oriented style. Laura may also focus on developing her
leadership skills by building on her current strengths. Furthermore, Laura may want to
revisit the responsibilities and roles of every position and how her division’s work
supports the overall organizational mission. Aligning with the general mission and
communication it to the staff can help enhance morale and provide clarity on the
department’s direction and role.

4. Which leadership style do you think a leader would need to be effective in this
scenario?

Various leadership methods can be appropriate for the position detailed in the
scenario:

Skills: Focusses on the capability to resolve complex problems. The non-profit is

experiencing various difficulties at the organizational level involving high-turnover.

Path goal: Encourages employees by defining goals, eradicating obstacles, clarifying

path, and providing support. This kind of leadership can work well in boosting
employee morale.

Transformational: Treats employees as complete human beings, consider standpoints

and emotions. Creates motivation by providing a clear vision, acting as a social
architect, developing trust, and building positive self-regard.