Assestment Fo Leadership at Vidsoft

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Assessment of leadership issues at VidSoft.

Background

Alaji Babatunde has to deal with an administrative situation that resulted from the promotion of Jennah Li - one of his engineers to become a manager over Alex Hsu who is requesting to be transferred to another group that still reports to Babatunde because of his resentment towards Jennah Li, his new supervisor. What could the department manager "Babatunde" have done to avoid this situation? What can the Leadership do to avoid this type of situation in the future? 

Problem Analysis

Vidsoft Technologies operates an environment driven by teamwork. Keith Nash, CEO of VidSoft encourages employees within VidSoft to speak their minds. This indicates that senior management within VidSoft respects individual opinions as long as it adds value to the growth of the company. His belief of promoting manager managers within the company has high implications on employee performance. This act by Nash is a sign of appreciation of hard work and outstanding performance. However is serves as a secret tool to driving and motivating his employee to perform well. Nash was operating Vidsoft based on McClelland’s Human motivation Theory. The human motivation is dominated by three needs and they are categorised as follows; the need for achievement ( N-Ach), the need for power ( N-Pow) and the need for affiliation ( N-Affil).

The importance of each of these needs will vary from one person to another. If you can determine the importance of each of these needs to an individual, it will help you decide how to influence that individual.

The cultural diversity observed at Vidsoft has major implications on the relationaship of the three major characters in question. Babatunde grew up in Nigeria and later immigrated to the US for for his university education. He later joined Vidsoft after completing his MBA. Jennah Li was a Chinese citizen who grew up in Hong Kong. Jennah was recruited directly by babatunde for her client...