Consolidated Products

The case “Consolidated Products” (Daft, 2011) describes the leadership style of two different individuals in the same managerial role. The company discussed in the case was called consolidated products and it was in the business of manufacturing consumer products. The company’s production workers were not part of any union and the company was considered to be medium sized manufacturer (Daft, 2011).

Ben Samuels was the plant manager for one of Consolidate Products’ manufacturing plant for 10 years. He exhibited traits and behaviours of a democratic leader in leading the employees of the plant. All employees working at the plant during the tenure of Samuels enjoyed working for the company. Samuels was always concerned about the welfare of his employees. Every working day Samuels made the effort to talk to his employees about issues they faced at work and also inquired about their families and hobbies. He created a fitness center for the employees and organized various family events and picnics sponsored by the company. By doing so, he created great relationships with his employees and was well liked by everyone within the plant. He was an employee centered leader. Ben Samuels believed that it was important to treat employees properly so that they would have a sense of loyalty to the company (Daft, 2011). He trusted his employees and thought happy employees would work harder and be productive at the same time without any supervision. Samuels failed to set standards and objectives for his employees and therefore had to face the issue of his plant being low on production levels and also high on costs. His employment of 10 years at the same position suggests to us that upper management must have been satisfied with his leadership style and behavior and were willing to not judge him on the issues faced by his particular plant.

As another firm made the acquisition of consolidated products, the parent company took the decision of letting Samuels take an early...