Seher has a specific background in research. She manages staff that provides research support to another department that delivers behavioral health services to youth. Seher supports her staff and is very organized; however, she often takes a very black and white view of issues. Upper-level leadership values Seher’s latest research on the therapeutic division’s services. Seher is very motivated and driven and expects the same from her staff. Manager 2: Ali has a strong background in social science research and evaluation. He manages staff that work on different projects within the agency. He is known as a problem solver and is extremely supportive of her staff. He is very organized and has a wealth of experience in evaluation of family services. Ali is very capable and can sometimes take on too much. The managers are sensing that staff is becoming overworked as everyone takes on increased responsibilities due to high staff turnover. Staff has also mentioned that Sara’s "glass half-empty" conversation style leaves them feeling dejected. In addition, Sara has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff. Sara said she has not received sufficient information from the finance department to complete the budgets. The finance department said they have sent her all the information they have available. As staffs become distressed, the managers are becoming frustrated. They feel like they are unable to advocate for their staff or solve problems without key information like the departmental budget. How can Sara most effectively use both management and leadership skills in her role as associate director? What combination of the two do you think would work best in this setting? What steps could be taken to build staff confidence? What advice would you give Laura on improving her leadership skills and to the managers on improving their management skills? Which leadership style do you think a leader would need to be effective in this situation?
Seher has a specific background in research. She manages staff that provides research support to another department that delivers behavioral health services to youth. Seher supports her staff and is very organized; however, she often takes a very black and white view of issues. Upper-level leadership values Seher’s latest research on the therapeutic division’s services. Seher is very motivated and driven and expects the same from her staff.
Manager 2: Ali has a strong background in social science research and evaluation. He manages staff that work on different projects within the agency. He is known as a problem solver and is extremely supportive of her staff. He is very organized and has a wealth of experience in evaluation of family services. Ali is very capable and can sometimes take on too much.
The managers are sensing that staff is becoming overworked as everyone takes on increased responsibilities due to high staff turnover. Staff has also mentioned that Sara’s "glass half-empty" conversation style leaves them feeling dejected. In addition, Sara has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff. Sara said she has not received sufficient information from the finance department to complete the budgets. The finance department said they have sent her all the information they have available.
As staffs become distressed, the managers are becoming frustrated. They feel like they are unable to advocate for their staff or solve problems without key information like the departmental budget.
- How can Sara most effectively use both management and leadership skills in her role as associate director? What combination of the two do you think would work best in this setting?
- What steps could be taken to build staff confidence?
- What advice would you give Laura on improving her leadership skills and to the managers on improving their management skills?
Which leadership style do you think a leader would need to be effective in this situation?
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- How can Laura most effectively use Katz’s concepts of management skills in her role as associate director? What combination of skills do you think would work best in this setting?
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