Mini case studies and Interview

Chapter 1: Mini-Case: Richard Branson Shoots for the Moon

Question: Would you classify Richard Branson as a manager or a leader? What qualities distinguish him as one or the other?
There are many differences when it comes to distinguish between a manager and a leader. A good manager displays leadership skills required for the task and becomes a mentor for the subordinates in the working environment.  There are many reasons I will classify Richard Branson as a role model and a leader. His leadership character is reflected in his determination and vision for the company. Running one of the largest corporations with worldwide operations and managing 200 business ventures in not an easy task and is impossible. Branson has been able to assume the role of the leader and set a strategy and framework for the company. Branson is a charismatic leader who has been able to maintain dominance without having a corporate office and not chairing any board meetings. His method of leading is inspiring people for their job and making them rise for the task and occasion. He motivates by empowering the people that they are able to manage the company.

The actions of leader are based on reason and logic which lead to passion and action by the followers [1]. Branson tried the same method and used inspiration as a guiding tool for those under him.  It was his character as a leader that made the company into a large corporation from humble beginning of a small newspaper.

Question: As mentioned earlier in this chapter, followers are part of the leader- ship process. Describe the relationship between Branson and his followers.
One of the strengths of Branson according to me is his definition of roles that add to the clarity and provide a larger picture for people who work for him. He is able to create cordial relationship with members of staff by establishing leadership and followership roles. The enterprises are small and give fair chance for every employee to have a relationship based on the competency and honesty. Branson in his approach is not a dictatorial leader but is visionary and democratic; he values feedbacks and asks his employees for constant feedback. He believes in empowering his staff and wants to bring about their creative side.  A leader and a follower are core to the concept of cordial functional relationship and Branson has executed it well [2]. A leader is not the one who steers people through his vision but someone who influences people to adapt his vision as theirs. He empowers the making them the center of processes and to truly act in a way they would if they were leaders. Branson’s relationship with his employees is not that of boss and employee but of valued partners working together to achieve shared goals.

Question: Identify the myths of leadership development that Richard Branson’s success helps to disprove. 
Branson is an out of the box leader and defies many myths. He has his own ways and is strong headed in the regard. The myths he disapproves are:

Myth 1: Leaders are born not made – Many people find it easy to blame the genes that leadership is a genetic trait rather that one acquires over time. Such people assume the role of followers and think less of them. On the other hand Branson disapproves of this. Branson was young and energetic. He had a vision and wanted to learn to do big things. It took time for him to become a leader. He was never business minded and didn’t even perform well in school but later he became an entrepreneur surprising everyone.

Myth 2:  You become leader by studying the books. Many believe that reading management journals and studying helps you become a leader. Knowledge is good but it doesn’t ensure you are a leader. Good academic record doesn’t make you a good leader. Branson disapproves as he was never good in school and was never a good learner in terms of academia but he has practical approach and had emotional intelligence that helped him more than any book.

Chapter 2: Mini-Case Developing Leaders at UPS
Question: What are the major skills Jovita Carranza has demonstrated in her ca- reer at UPS that have made her a successful leader?

There are many skills Jovita Carranza (JC) possesses aiding her to become a successful leader. The major skills that JC has displayed during her work experience at UPS are as follows:

She was good with her insight and never let an opportunity to go by; she learned her way to the top.

It was the educational programs at the UPS for training that helped her in progressive learning.

She drove energy from her surroundings and was wise to surround herself with loyal and dedicated employees

She displayed remarkable qualities of being a team player. She formed functional relationship with the employees listened them and learned from them.

Her focus on the larger goals including the vision and mission of the company kept her motivated. Her dedication to the company helped her largely.

Positive attitude and peer support also helped her be what she became

She is a good listener and respected views of other. 

The idea of learning from other mistakes shaped a path for her career progression

Not only this but support from UPS also helped her grow as a successful leader and person. The organization trusted her and aided her growth as a successful leader.

Question: Consider the spiral of experience that Jovita Carranza has traveled. How has her experience affected her ability as a leader? 

For any leader experience is of outmost importance. JC throughout her career displayed great passion to learn and become the better version of herself. The course of 30 years helped her know about the people and better ways of management. She was able to acquire emotional intelligence and based her decisions on empathy. Her experience affected her abilities as a leader by refining them and putting the knowledge she acquired to practical use. She owes her success to the roller coaster ride of her experience and different situations she faced.     

 Interview and Question of Mini case studies

- Do you think leadership develops with experience?
Yes leadership develops with experience. Leadership is a learning curve and you improve by learning and putting it to action.

- Are there one or two experiences you look back on as having been especially valuable in helping develop your own leadership? Please briefly describe them.
I remember once my mom and dad left my siblings to me and they were stuck for days. I learned how to manage resources and how to be dominant. Funny but helped me become a leader.

- What made it (them) so valuable?
It was valuable because it was my first experience.

- Have your own views of leadership changed over time?
Yes, views evolve with time and we learn. My views have changed from being dominating to democratic.

- Do you think leadership in your arena (e.g., sports, business) is much different from, or involves different pressures, then leadership in other arenas?
Leadership is adaptive and there is no thumb rule to it. City council leaders like me are different than football managers.

Question: Discuss the five phases of the development planning process as described by Peterson and Hicks.
The five steps are:

1.      Identification of development needs

2.      Analysis of data to identify and prioritize development needs

3.      Formation of an achievable plan based on prioritized development needs

4.      Feedback and altering of the plan based on reviews to support development

5.      Transferring learning to the new entrants 

References of Mini case studies and Interview