Leadership

Table of Contents

1.0 Introduction 1

2.0 Question One: What leadership style did John Terrill use? 1

3.0 Question Two: What was John Terrill’s primary source of power? 3

4.0 Question Three: Based on the Hersey-Blanchard Theory, should Terrill have been less participative? 4

5.0 Question Four: Should Terrill have initiated more task structure for the engineers? 5

6.0 Conclusion 5

7.0 References 6

1.0 Introduction

The case that was studied was concerning John Terrill, a new manager introduced to sort out the problem of the technical services division that was the best educated, highest paid and lowest production division in the company. Upon investigating the employees of the division, he found out that there was a lack of task structure from the top management. At the end of the case study he stood up to the top management about how it was their lack of structure and not knowing what was going on that was causing the low levels of productivity. Throughout the case study Terrill showed transactional and transformational leadership as he showed concern for both personal welfare and task production (Samson & Daft, 2012). This caused the employees to respect him which led them to support him. Terrill used referent power which a type of personal power to manage his division (Samson & Daft, 2012). Terrill introduced a good amount of task structure and did not need to be less participative while carrying out his managerial role to resolve the problem.

2.0 Question One: What leadership style did John Terrill use?

John Terrill used multiple leadership styles once he came into DGL International. The first example of his leadership was when the case study mentioned that he showed a great concern for the engineer’s personal welfare and he asked them what they thought the problem was. This example shows his consideration as a leader, showing his sensitivity to the engineer’s asking for their ideas which makes them feel valued...