Case study of leadership in an organization

1.How can Laura 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?

2.What steps could be taken to build staff confidence?

3.What advice would you give Laura on improving her leadership skills and to the managers onimproving their management skills?

4.Which leadership style do you think a leader would need to be effective in this situation?Department of Business Administration Proposed Assignments for MGT Courses. Semester 2nd , 2018-19 Course Name: MGT 301 (Organizational Behavior) Directions: • These assignments are an individual assignments. • All students are encouraged to use their own words. • Be three pages in length or (at least 800 words), which does not include the title page, abstract or required reference page, which are never a part of the content minimum requirements. Use Saudi Electronic University academic writing standards and APA style guidelines. Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles unless the assignment calls for more. It is strongly encouraged that you submit all assignments into the safe assignment Originality Check prior to submitting it to your instructor for grading. • • • • Write a three-part essay (i.e., an essay that includes an introduction paragraph, the essay’s body, and a conclusion paragraph) that address the questions using a question and answer format. • Your well-written paper should meet the following requirements: Assignment No:- 1 Course Learning Outcome: Develop the problem solving skills for teamwork especially if the problem relates to the task (Lo 3.2).. Case Study: LEADERSHIP AND MANAGEMENT LEADERSHIP AND MANAGEMENT CASE STUDY Laura is the Associate Director of a non-profit agency that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for federal grant funding. However, they have also suffered high staff turnover. Two directors have left as well as three key research staff and one staff person from the finance department. Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each. Both managers have been appointed within the last six months. Manager 1: Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often takes a very black and white view of issues. Upper level leadership values Kelly’s latest research on the therapeutic division’s services. Kelly is very motivated and driven and expects the same from her staff. Manager 2: Linda has a strong background in social science research and evaluation. She manages staff that work on different projects within the agency. She is known as a problem solver and is extremely supportive of her staff. She is very organized and has a wealth of experience in evaluation of family services. Linda is very capable and can sometimes take on too much. The managers are sensing that staff are becoming over worked as everyone takes on increased responsibilities due to high staff turnover. Staff have also mentioned that Laura’s “glass halfempty” conversation style leaves them feeling dejected. In addition, Laura has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff. Laura 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.