Case Study Analysis: Exploring Leadership Skills and Behavior

This assignment presents a case study analysis focusing on leadership skills and behavioral approaches. It examines Dr. Wood's leadership style, highlighting the lack of positive reinforcement and effective guidance, and contrasts it with Mark Young's evolving leadership from a task-oriented to a relationship-oriented approach. The analysis also references the Blake Mouton Managerial Grid to assess Mark Young's leadership orientation. The document provides answers to specific questions related to each case, discussing the leader's skills, impact on team dynamics, and potential improvements. Desklib provides this and other solved assignments to aid students in their studies.

Running head: CASE STUDY ANALYSIS
CASE STUDY ANALYSIS
Name of the Student
Name of the University
Author Note

1CASE STUDY ANALYSIS
Case Study 3.1
Answer to Question 1
The skills approach is mainly based on the abilities and skills that are possessed by
the leaders. The relationship which has been developed by Dr. Wood with the members of the
team is not positive in nature. The leader has always provided negative comments based on
the work process of the members and has never appreciated their efforts as they have been
working at lower wages.
The success of the project is quite doubtful as the leader is not able to guide team
members in an effective manner with the help of proper motivation (Holten & Brenner,
2015).
Answer to Question 2
Dr. Wood has been quite successful in his work based on the research based activities
that have been done by him throughout his career. However, the team which is currently
working under him is facing major levels of issues based on the ways by which they are able
to operate within huge levels of resource constraints. The leader has not provided effective
levels of motivation to the team members in order to complete their tasks. Dr. Wood had also
not provided importance to different activities that are performed by the members of the team
(Ramchunder & Martins, 2014).
Answer to Question 3
The three different skills that are described in the skills approach mainly include,
social judgement based skills, problem-solving skills and knowledge levels. The levels of
knowledge that are possessed by Dr. Wood are quite high. However, the leader does not have
effective social judgement based skills. The major change that he can make in his leadership

2CASE STUDY ANALYSIS
style is based on increasing the levels of coordination with the employees and solve their
issues effectively (Saleem, us Saqib & Zahra, 2015).
Case Study 4.1
Answer to Question 1
The leadership based style that is depicted by Mark Young is based on the ways by
which he is able to interact with the members in an effective manner. Mark was able to keep
in close touch with the employees with the help of different activities that he used to perform
outside his work process. In terms of the behavioural perspective the relationships which
have been developed by Mark are successful (Strom, Sears & Kelly, 2014).
Answer to Question 2
Mark had started his job with the help of a work process in which he was highly
demanding in nature. He conducted the work process in such a manner where there was quite
less room for errors. However, Mark had changed his style of leadership later in order to
develop effective relationships with the members or the employees This had led to changes in
his leadership style within the organization and his relationship levels as well (Saleem, us
Saqib & Zahra, 2015).
Answer to Question 3
The style of leadership that was followed by Mark Young was task oriented when he
had started his job in the hospital. However, with time Mark was able to change the style of
leadership and became more relationship oriented in nature. The leader was proud of services
that have been provided by his team (Ramchunder & Martins, 2014).
Answer to Question 4

3CASE STUDY ANALYSIS
Figure 1 – Blake Mouton Managerial Grid
Source – (Khan et al., 2015)
Based on the Blake Mouton Managerial Grid as described in the figure above people
orientation score of Mark Young is 9 and the task orientation score is 5.

4CASE STUDY ANALYSIS
References
Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of organizational
change. Leadership & Organization Development Journal, 36(1), 2-16.
Khan, M. L., Langove, N., Shah, F. A., & Javid, M. U. (2015). The Modes of Conflicts and
Managerial Leadership Styles of Managers. Global Business & Management
Research, 7(2).
Ramchunder, Y., & Martins, N. (2014). The role of self-efficacy, emotional intelligence and
leadership style as attributes of leadership effectiveness. SA Journal of Industrial
Psychology, 40(1), 01-11.
Saleem, M. A., us Saqib, N., & Zahra, S. (2015). Impact of job engagement and team
processes on organizational learning: examining moderating role of leadership
style. Studies, 4(1).
Strom, D. L., Sears, K. L., & Kelly, K. M. (2014). Work engagement: The roles of
organizational justice and leadership style in predicting engagement among
employees. Journal of Leadership & Organizational Studies, 21(1), 71-82.