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CS1779 Leadership And Management
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CS1779 Leadership And Management
2 Downloads2 Pages / 393 Words
Course Code: CS1779
University: City, University Of London
MyAssignmentHelp.com is not sponsored or endorsed by this college or university
Country: United Kingdom
Question:
A Drill Sergeant at First Mark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hos-pital, he had worked as an independent contractor. At the hospital, he took a position that was newly created because the hospital believed change was needed in how painting services were provided. Upon beginning his job, Mark did a 4-month analysis of the direct and indi-rect costs of painting services. His findings supported the perceptions of his administrators that painting services were inefficient and costly. As a result, Mark completely reorganized the department, designed a new scheduling procedure, and redefined the expected standards of performance. Mark says that when he started out in his new job he was “all task,” like a drill sergeant who didn’t seek any input from his subordinates. From Mark’s point of view, the hospital environment did not leave much room for errors, so he needed to be strict about getting painters to do a good job within the constraints of the hospital environment. As time went along, Mark relaxed his style and was less demanding. He delegated some responsibilities to two crew leaders who reported to him, but he always stayed in close touch with each of the employees. On a weekly basis, Mark was known to take small groups of workers to the local sports bar for burgers on the house. He loved to banter with the employees and could take it as well as dish it out. Mark is very proud of his department. He says he always wanted to be a coach, and that’s how he feels about running his department. He enjoys working with people; in particular, he says he likes to see the glint in their eyes when they realize that they’ve done a good job and they have done it on their own. Because of Mark’s leadership, the painting department has improved sub-stantially and is now seen by workers in other departments as the most productive department in hospital maintenance. Painting services received a customer rating of 92%, which is the highest of any service in the hospital.
Tasks
From the behavioral perspective, how would you describe Mark’s leadership?
How did his behavior change over time?
In general, do you think he is more task oriented or more relationship oriented?
What score do you think he would get on lake and Mouton’s grid? [3
Answer:
1.
The leadership based style that is depicted by Mark Young is based on the ways by which he is able to interact with the members in an effective manner. Mark was able to keep in close touch with the employees with the help of different activities that he used to perform outside his work process. In terms of the behavioural perspective the relationships which have been developed by Mark are successful (Strom, Sears & Kelly, 2014).
2.
Mark had started his job with the help of a work process in which he was highly demanding in nature. He conducted the work process in such a manner where there was quite less room for errors. However, Mark had changed his style of leadership later in order to develop effective relationships with the members or the employees This had led to changes in his leadership style within the organization and his relationship levels as well (Saleem, us Saqib & Zahra, 2015).
3.
The style of leadership that was followed by Mark Young was task oriented when he had started his job in the hospital. However, with time Mark was able to change the style of leadership and became more relationship oriented in nature. The leader was proud of services that have been provided by his team (Ramchunder & Martins, 2014).
4.
Figure 1 – Blake Mouton Managerial Grid
Source – (Khan et al., 2015)
Based on the Blake Mouton Managerial Grid as described in the figure above people orientation score of Mark Young is 9 and the task orientation score is 5.
References
Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of organizational change. Leadership & Organization Development Journal, 36(1), 2-16.
Khan, M. L., Langove, N., Shah, F. A., & Javid, M. U. (2015). The Modes of Conflicts and Managerial Leadership Styles of Managers. Global Business & Management Research, 7(2).
Ramchunder, Y., & Martins, N. (2014). The role of self-efficacy, emotional intelligence and leadership style as attributes of leadership effectiveness. SA Journal of Industrial Psychology, 40(1), 01-11.
Saleem, M. A., us Saqib, N., & Zahra, S. (2015). Impact of job engagement and team processes on organizational learning: examining moderating role of leadership style. Studies, 4(1).
Strom, D. L., Sears, K. L., & Kelly, K. M. (2014). Work engagement: The roles of organizational justice and leadership style in predicting engagement among employees. Journal of Leadership & Organizational Studies, 21(1), 71-82.
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