SitLed Company: A Case Study

This case study focuses on SitLed Company, examining the problem faced by a senior colorist and providing recommendations for leadership development. It discusses the analysis of the problem, recommendations for enhancing confidence and communication, and the learning outcomes of the case study.

RUNNING HEAD: CASE STUDY
Title: SitLed Company: A case Study
Name of student:
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1CASE STUDY
Problem Statement:
A senior colorist of a cosmetic manufacturing company, mentored Calista Taylor who
has already led a project team for the third year in her six month career. She is an intelligent
employee who successfully led the projects by communicating well with the teammates and the
technologists. She was quite receptive to the leads. However, she had a tendency of getting
assistance from the senior colorist who had been mentoring her. Despite of her success in the
projects, she had been suffering from a lack of confidence and confirms her steps by seeking
guidance from her mentor. As a result she was apprehensive of her sole leadership in the next
project. Though she accepted to lead the next project alone, she was nervous.the major issues at
hand, now for the colorist to resolve are:
1. To provide Calista proper leadership in helping her out to get out from the trauma.
2. To judge the level and amount of communication to be done with her in order to allow her to
take decisions independently.
3. To outcast her tendency of seeking assistance at every step.
4. Maintain a positive relationship with Calista.
Analysis of the problem:
The case in hand requires a well strategized leadership approach to enhance the
confidence level of the mentee. The major problems that the mentor had to face are:

2CASE STUDY
1. Calista is, according the situational theory of leadership, is a R3 type of leader. She is not
capable of an extensive and independent leadership. However, she delivers a good leadership
while being supported by others.
2. the lady could have been losing her motivation, or is unable to find any motivation to the job
which she is going to undertake.
3. she is apprehensive of getting a positive climate after stepping down in the role.
4. she has difficulty in decision making.
5. the senior colorist has to motivate Calista to take role, stretching out from her comfort-zone, at
the same time has to maintain a good relationship for a healthy work atmosphere.
Recommendations:
Since Calista is a R3 type of performer, the leader should take into account the S3 type of
leadership where the morale and confidence of the performer is to be enhanced by proper
communication. The senior colorist can:
1. consider the inter personal relationship between him and the performer and calculate the way
of leadership. Since the performer s efficient already, the leader can consider the democratic
style of leadership where he can encourage her inputs and risk taking. He can also communicate
with her and discuss her concerns.
2. The leader can set up meetings with her but that should not be frequent and informal one as
that will not decrease her tendency of advice seeking. However, the leader can use his inter

3CASE STUDY
organisational network to back her up. Even in the meetings, he would try to listen to her and
encourage her in decision making rather than telling her what to do next.
3. In the overall development of the personality of Calista, the leader could focus on the
motivational theories to motivate her in taking the job. He would make her realise the prospect of
taking up the job. He can consider the expectancy theory in motivating her. In the process Calista
would know the benefit of her being the leader both economically and positional wise.
4. In resolving her apprehensions about the suitable work climate, the mentor can make use of
his leadership in reinforcing a sense of positive workplace climate. He must assure her that the
personality of a leader will be encapsulating enough to overcast such behaviour, however, a
leader, again must take care of the reason as to why a particular employee is antagonistic to the
leader.
Learning Outcome:
The case study helps the readers to have a compact knowledge of the suitable behaviour
of a leader in helping a subject developing their own personalities. It gives an idea of the
different kind of leadership qualities and at the same time makes a reader capable to understand
which one to apply at the given situation. Moreover, the analysis of the case suggests the
common problems that may arise in a subject who are generally efficient, but low in leadership.
The recommendations on the other hand suggests ways of adopting oneself in such adverse
system which are out of the comfort zone. Finally it can be concluded that a good leader must
have the capability of analysing a situation and an individual behavioural trait and has to adopt a
suitable approach so that it helps the subject to develop. At the same time, he has to take care of

4CASE STUDY
maintaining a good interpersonal relationship with the subject to maintain a positive work
climate.
Conclusion:
The case study of SitLed company gives an insight to a scenario where proper leadership
is required for the employees to flourish and capable of taking endeavours independently.

5CASE STUDY
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McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership
development. Journal of Business Studies Quarterly, 5(4), 117.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership
development. Journal of Business Studies Quarterly, 5(4), 117.
Suciu, L. E., Mortan, M., & LAZĂR, L. (2013). Vroom's expectancy theory. An empirical study: Civil
servant's performance appraisal influencing expectancy. Transylvanian Review of Administrative
Sciences, 9(39), 180-200.
consider the motivational pool in enforcing a personality development of his subjects.