Effective Managerial Leadership: Case Study of Space Engineering Services (SES) and the Need for Responsible Leadership Development

Running Head: HUMAN RESOURCE MANAGEMENT
Topic- HRM 3160: Case Study of Space Engineering Services (SES)- Need for responsible
leadership development
Student name
University name
Author notes

2EFFECTIVE MANAGERIAL LEADERSHIP
EXECUTIVE SUMMARY
The report is an evaluative report where the various strategic leadership and management
development aspects of Space Engineering Services are considered. The organization has rapid
growth in recent times but its workforce demand-supply suffered greatly due to this sudden
change in workforce. And this resulted in its engineers to take up managerial roles which they
are not at all competent enough to support. This has created increased challenges in people
management. In this regard various managerial and leadership skills and competencies required
are also discussed in relation to people management. Lack of skills of managerial roles has
increased miscommunication and information gap among various levels of the hierarchy. The
whole workforce management of SES suffered badly and based on the case here, an alternative
approach of integrated leadership development is recommended to be adopted in SES and
possible issues are also discussed that are likely to be developed from LMD interventions. SES
has considered a number of measures to respond to the risk areas so that ultimate success is
achieved at large.

3EFFECTIVE MANAGERIAL LEADERSHIP
TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................4
CRITICAL EVALAUTION AND DISCUSSION..........................................................................6
Leadership and management development (LMD).....................................................................6
Competencies for measuring effective managerial leadership performances..............................7
Alternative approaches to leadership...........................................................................................9
Issues arising from LMD interventions.....................................................................................11
SES decision making to ensure success.....................................................................................13
CONCLUSION..............................................................................................................................15
REFERENCES..............................................................................................................................16
APPENDICES...............................................................................................................................19

4EFFECTIVE MANAGERIAL LEADERSHIP
INTRODUCTION
A brief summary of the case study of Space Engineering Services (SES) will clear the
need for a robust approach of leadership which most managers in SES lacks. SES is a 22-year-
old refrigeration company. Several contractual successes accelerated the rapid growth of the
organization which resulted in increased need for manpower and workforce. In order to mitigate
the demand need, managerial roles were required to be widened up and in order to fill the gap in
the limited time gap, the engineers take the roles and responsibilities of the managerial positions.
It is to be noted that of 700 workforces in SES more than 450 are Engineers. No any formal
training or induction were provided to those ‘engineer managers’ and as a result they face a lot of
difficulties in people management in the organization. The HR department only managed the
various workforce related issues and managers remain out of such issues and problem areas. As a
result, front line mangers got detached from their people management duties and the whole
workforce sustainability was challenged due to lack of visible leadership and lower morale of the
engineers. Senior management was also blamed to be irresponsible and are mentioned to be in-
effective in communicating core business messages throughout the hierarchy. The gap in
communication and management has created negative impacts on suppliers, contractors and end
consumers (Thorpe 2016). Strategic directions were developed but were not equally
implemented in all branches of the organization. In this regard, an evaluation of various HR and
managerial activates were conducted from 2008-2011 to provide the best recommended
strategic-decision on part of a robust leadership and management development (LMD) program.
Here a mind-map is developed to frame reference areas for the case study from 2010 to 2012 to
increase effectiveness of results so achieved.
Figure 1