Case Study Susan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes in running shoes and accessories. The store employs about 10 people, most of whom are college students who work part-time during the week and full-time on weekends. Marathon Sports is the only store of its kind in a college town with a population of 125,000. The annual sales figures for the store have shown 15% growth each year. Susan has a lot invested in the store, and she works very hard to make sure the store continues to maintain its reputation and pattern of growth. She works 50 hours a week at the store, where she wears many hats, including those of buyer, scheduler, trainer, planner, and salesperson. There is never a moment when Susan is not doing something. Rumor has it that she eats her lunch standing up. Employees’ reactions to Susan are strong and varied. Some people like her style, and others do not. Those who like her style talk about how organized and efficient the store is when she is in charge. Susan makes the tasks and goals for everyone very clear. She keeps everyone busy; when they go home at night, they feel as if they have accomplished something. They like to work for Susan because she knows what she is doing. Those who do not like her style complain that she is too driven. It seems that her sole purpose for being at the store is to get the job done. She seldom, if ever, takes a break or just hangs out with the staff. These people say Susan is pretty hard to relate to, and as a result it is not much fun working at Marathon Sports. Susan is beginning to sense that employees have a mixed reaction to her leadership style. This bothers her, but she does not know what to do about it. In addition to her work at the store, Susan struggles hard to be a good spouse and mother of three children. Questions 3. Using various leadership principles discuss why Susan should change her leadership style?
Case Study
Susan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes in
running shoes and accessories. The store employs about 10 people, most of whom are college students who
work part-time during the week and full-time on weekends. Marathon Sports is the only store of its kind in a
college town with a population of 125,000. The annual sales figures for the store have shown 15% growth each
year.
Susan has a lot invested in the store, and she works very hard to make sure the store continues to maintain its
reputation and pattern of growth. She works 50 hours a week at the store, where she wears many hats, including
those of buyer, scheduler, trainer, planner, and salesperson. There is never a moment when Susan is not doing
something. Rumor has it that she eats her lunch standing up.
Employees’ reactions to Susan are strong and varied. Some people like her style, and others do not. Those who
like her style talk about how organized and efficient the store is when she is in charge. Susan makes the tasks
and goals for everyone very clear. She keeps everyone busy; when they go home at night, they feel as if they
have accomplished something. They like to work for Susan because she knows what she is doing.
Those who do not like her style complain that she is too driven. It seems that her sole purpose for being at the
store is to get the job done. She seldom, if ever, takes a break or just hangs out with the staff. These people say
Susan is pretty hard to relate to, and as a result it is not much fun working at Marathon Sports.
Susan is beginning to sense that employees have a mixed reaction to her leadership style. This bothers her, but
she does not know what to do about it. In addition to her work at the store, Susan struggles hard to be a good
spouse and mother of three children.
Questions
3. Using various leadership principles discuss why Susan should change her leadership style?
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