Mr. Daniel Mensah is a part-owner and manager of an athletic equipment shop specialized in shoes and accessories. The shop employed about 50 people most of whom are college students. The athletics shop is located in a prime business area with a population of 20,000. The annual sales figures have increasingly witnessed 15% growth each year. Daniel works for fifty hours a week where he wears many hats as a majority shareholder. He lives no stone unturned to ensure that the shop continues to maintain its reputation and pattern of growth. One trait of Daniel, which has become a topical issue, is the habit of taking lunch while on his feet; ensuring that supervision and work are not distracted. This situation had created varied reactions from his subordinates most of whom tagged him as too focused on the task, while others maintained that it is a mark of hardworking. In fact, many of the followers described his leadership style as forward-looking that could enhance organizational effectiveness and increase his leader- member-relation (LMR). Additionally, some of the workers have described Daniel as very intelligent and human-focused. In particular, he ensures that assigned tasks are well-structured, understood, and devoid of ambiguity. The workers who have a high locus of control in the company loved to work with Daniel because of his competence, his good LMR, and positional power. In all, Daniel’s educational background, achievement drive, intelligence, social characteristics, motivation, integrity, confidence is unquestionable. Nonetheless, a section of the staff has described Daniel as being too focused on tasks at the expense of followers. In the opinion of the other workers, Daniel always transacts task with reward, which accordingly, do not foster innovation and hardworking among workers. Furthermore, they believe Daniel is always concentrating on getting the job done and cared little about the staff, which could negatively affect both workers and the organization going forward. Daniel has noticed the acrimonies in the work environment and feels disturbed as he thinks the development could further affect the growth of the company going forward if the situation is not handled well. You have been consulted as a leadership expert to appraise the happenings in the organization with the view of identifying the issues giving rise to the division and advise Daniel accordingly. Explain the implications of 5 issues from the case identified from Daniel’s leadership style
Mr. Daniel Mensah is a part-owner and manager of an athletic equipment shop specialized in shoes and accessories. The shop employed about 50 people most of whom are college students. The athletics shop is located in a prime business area with a population of 20,000. The annual sales figures have increasingly witnessed 15% growth each year. Daniel works for fifty hours a week where he wears many hats as a majority shareholder. He lives no stone unturned to ensure that the shop continues to maintain its reputation and pattern of growth. One trait of Daniel, which has become a topical issue, is the habit of taking lunch while on his feet; ensuring that supervision and work are not distracted. This situation had created varied reactions from his subordinates most of whom tagged him as too focused on the task, while others maintained that it is a mark of hardworking. In fact, many of the followers described his leadership style as forward-looking that could enhance organizational effectiveness and increase his leader- member-relation (LMR). Additionally, some of the workers have described Daniel as very intelligent and human-focused. In particular, he ensures that assigned tasks are well-structured, understood, and devoid of ambiguity. The workers who have a high locus of control in the company loved to work with Daniel because of his competence, his good LMR, and positional power. In all, Daniel’s educational background, achievement drive, intelligence, social characteristics, motivation, integrity, confidence is unquestionable. Nonetheless, a section of the staff has described Daniel as being too focused on tasks at the expense of followers. In the opinion of the other workers, Daniel always transacts task with reward, which accordingly, do not foster innovation and hardworking among workers. Furthermore, they believe Daniel is always concentrating on getting the job done and cared little about the staff, which could negatively affect both workers and the organization going forward. Daniel has noticed the acrimonies in the work environment and feels disturbed as he thinks the development could further affect the growth of the company going forward if the situation is not handled well. You have been consulted as a leadership expert to appraise the happenings in the organization with the view of identifying the issues giving rise to the division and advise Daniel accordingly. Explain the implications of 5 issues from the case identified from Daniel’s leadership style
Social Psychology (10th Edition)
10th Edition
ISBN:9780134641287
Author:Elliot Aronson, Timothy D. Wilson, Robin M. Akert, Samuel R. Sommers
Publisher:Elliot Aronson, Timothy D. Wilson, Robin M. Akert, Samuel R. Sommers
Chapter1: Introducing Social Psychology
Section: Chapter Questions
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Mr. Daniel Mensah is a part-owner and manager of an athletic equipment shop specialized in shoes and accessories. The shop employed about 50 people most of whom are college students. The athletics shop is located in a prime business area with a population of 20,000. The annual sales figures have increasingly witnessed 15% growth each year. Daniel works for fifty hours a week where he wears many hats as a majority shareholder. He lives no stone unturned to ensure that the shop continues to maintain its reputation and pattern of growth.
One trait of Daniel, which has become a topical issue, is the habit of taking lunch while on his feet; ensuring that supervision and work are not distracted. This situation had created varied reactions from his subordinates most of whom tagged him as too focused on the task, while others maintained that it is a mark of hardworking. In fact, many of the followers described his leadership style as forward-looking that could enhance organizational effectiveness and increase his leader- member-relation (LMR). Additionally, some of the workers have described Daniel as very intelligent and human-focused. In particular, he ensures that assigned tasks are well-structured, understood, and devoid of ambiguity. The workers who have a high locus of control in the company loved to work with Daniel because of his competence, his good LMR, and positional power. In all, Daniel’s educational background, achievement drive, intelligence, social characteristics, motivation, integrity, confidence is unquestionable.
Nonetheless, a section of the staff has described Daniel as being too focused on tasks at the expense of followers. In the opinion of the other workers, Daniel always transacts task with reward, which accordingly, do not foster innovation and hardworking among workers. Furthermore, they believe Daniel is always concentrating on getting the job done and cared little about the staff, which could negatively affect both workers and the organization going forward. Daniel has noticed the acrimonies in the work environment and feels disturbed as he thinks the development could further affect the growth of the company going forward if the situation is not handled well. You have been consulted as a leadership expert to appraise the happenings in the organization with the view of identifying the issues giving rise to the division and advise Daniel accordingly.
Explain the implications of 5 issues from the case identified from Daniel’s leadership style
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