University Leadership Assignment: Choosing a Successor for Care Center

This case study examines the process of selecting a successor for the leadership position at an Ambulatory Care Center. The current administrator, Paul, is planning his retirement and has identified three internal candidates: Taneshia, Felipe, and Amanda. The case analyzes each candidate's strengths and weaknesses, considering factors such as age, nationality, skills, and experience, including their ability to handle change management and make executive decisions. The analysis also considers the importance of leadership characteristics, ethnicity, and the need for the center to adapt to a changing environment. The recommendation favors Amanda, highlighting her ability to manage conflict, motivate employees, and leverage her extensive experience, while also suggesting that Taneshia and Felipe be given responsibilities in their respective areas of expertise.

Running head: CHOOSING A SUCCESSOR FOR LEADERSHIP POSITION
Choosing a Successor for Leadership Position
Name of the student
Name of the university
Author note

1CHOOSING A SUCCESSOR FOR LEADERSHIP POSITION
Table of Contents
Summary of the case..................................................................................................................2
Case analysis..............................................................................................................................2
Strengths and weakness of each candidate.............................................................................2
Important leadership characteristics.......................................................................................7
Ethnicity of candidates...........................................................................................................7
Influenced by change management........................................................................................7
Executive decisions....................................................................................................................8
Recommendation....................................................................................................................8
Biggest problems as leader.....................................................................................................8
Outside candidate as successor..............................................................................................8
References..................................................................................................................................9

2CHOOSING A SUCCESSOR FOR LEADERSHIP POSITION
Summary of the case
Ambulatory care centre can provide health care facilities to no less than 80 people in a
day under the current administrative leader Paul. Paul has been planning his retirement lately,
however, the search for his successor is still going on among managers with different abilities
and skills through an internal evaluation process. Before talking about the evaluation process
and candidate profile, it is necessary to understand current environment of business.
Ambulatory care centre is considered as medium sized organisation within healthcare
industry, especially treating health complications of senior citizens. However, the
organisation has realised financial base of the company can be made strong by providing
facilities of medical insurances along with serving generic medical services and treating
children with genetic disorders. In such a situation of changing management, the
responsibility of leadership must be handed over to someone deserving.
Case analysis
Strengths and weakness of each candidate
Name of the
candidates
Age and
nationality
Strengths Weakness
Taneshia 36, African
American
 She has
specialisation in
human resource
management
along with
bachelors in
Health
 She follows
detective
management
style, which
may not be
suitable for
contemporary
corporate work

3CHOOSING A SUCCESSOR FOR LEADERSHIP POSITION
administration.
 According to
Camisón and
Villar-López
(2014), efficient
in handling
records with
technological
help creates
competitive
edge. It has
reduced errors
in record
keeping task.
 She is
innovative and
entrepreneurial.
 Her job
regarding
regulatory
compliance was
appreciated.
 She has
prepared
comparison
culture.
 With
dictatorship,
company will
be dependable
only to her
capability of
innovation and
communication
channels will
be narrowed
down.
 Although, she
believes in
training
employees for
being
productive, yet
complain is she
pushes
employees to
cross
limitation.
 She neither
have masters

4CHOOSING A SUCCESSOR FOR LEADERSHIP POSITION
statistics of
doctors, which
has made them
to be more
productive.
 She is flexible
to do job at any
hour of day.
nor wants to
pursue further
study.
Felipe 29, Hispanic  A masters’
degree holder,
with an
experience of
five years in
health care, he
has been
successfully
managing
marketing
responsibility,
as discussed in
Hänninen and
Karjaluoto
(2017), that is
another
competitive
 He completed
his higher
studies by
taking leave
from work in
an
unauthorised
manner. His
commitment
towards work
is questionable
as he chooses
personal
growth over
commitment.
 He cannot be
present at

5CHOOSING A SUCCESSOR FOR LEADERSHIP POSITION
factor.
 He is eager to
learn new job
responsibilities.
 With strong
communication
skill, establishes
new contacts
with
communities
outreach.
 He is friendly
and of charming
personality yet
free from
workplace
scandals.
 Unmarried,
flexible to do
overtime jobs.
office regularly
as he has to
travel and visit
customers to
nurture both
the old and
new business
relationship.
Amanda 45, Caucasian  She has gained
10 year
experience
being
receptionist to
 She is
restricted to
work under
shift time only,
as she is

6CHOOSING A SUCCESSOR FOR LEADERSHIP POSITION
business office
manager which
is evidence of
her learning
capability and
professionalism.
 Personality
motivates
people around
her due to het
dressing sense
and
motivational
words.
 Employees like
her and in good
terms with her.
 Amanda has
experience of
handling
administration
in Paul’s
absence.
married and a
mother too.
 She is extra
polite and does
not possess
culturally
liberal views.

7CHOOSING A SUCCESSOR FOR LEADERSHIP POSITION
Important leadership characteristics
1) Taneshia will be favoured for her efficiency in technological skill, her ability of
working at flexible hours, innovative nature and capability of making staffs more
productive.
2) Felipe will be favoured for his ability to communicate and making business
relationship stronger. Employees like him for his charming personality. Although, he
has to dismiss his work commitment sometimes yet balancing work with further
degree is not easy. However, he has done it for personal and organisational growth.
3) Amanda has shown more leadership ability than anyone else in case of balancing
production and employee support. Managing information since her first job role to the
business officer she has handled it all with efficiency. As she has to complete her
work within a scheduled time, she tends to complete every task within time. It
indicates her efficiency.
Ethnicity of candidates
The businesses in 21st century is growing beyond geographical borders. Hence,
ethnicity is important to address cross cultural client behaviour. It is not at all irrelevant as
culture is considered as a resource of learning too.
Influenced by change management
1) Taneshia is capable of addressing new trends in business and handling technology
too. She believes to work smartly and be more productive. Change management will
be suitable for her as she is flexible in terms of learning and take charge drastically.
2) Filipe is still good at communication and engaging new people in business. He is still
studying for personal growth which depicts his desire for learning and taking charge
of new responsibilities.

8CHOOSING A SUCCESSOR FOR LEADERSHIP POSITION
3) Although, Amanda has experience of handling different job role she is not
comfortable in culturally diverse scenario.
Executive decisions
Recommendation
I would recommend to choose Amanda as a leader as she has power to control
conflict, capable of motivating and knows more factual information and tactics due to her
long work experience.
Biggest problems as leader
Filipe is educated and good at maintaining relationship too yet he lacks experience
and as far as Taneshia is concerned, as supported by De Luca, Litina and Sekeris (2015),
although she can support growth her dictatorship may ruin workplace culture of knowledge
sharing. Dictatorship may lead to workplace conflict of which Taneshia is not prepared for.
Although, Amanda can be chosen for leadership role yet she lacks liberal views to work with
people from different culture. She is over polite for her past job roles too. Amanda, apart
from handling responsibilities efficiently, according to Khodakarami and Chan (2014), she
needs to act according to the situation and take communication tips from Filipe for being
comfortable around people. Taneshia can also help her to handle information.
Outside candidate as successor
Paul can consider an outside candidate too, who does have experience and capable of
managing different fields in a desired way, yet it will take time to understand the organisation
can responsibilities. As far as change management is concerned Amanda is the right choice
currently, simultaneously allocating responsibilities to Filipe and Taneshia within their own
expertise would be the right decision.

9CHOOSING A SUCCESSOR FOR LEADERSHIP POSITION
References
Camisón, C., & Villar-López, A. (2014). Organizational innovation as an enabler of
technological innovation capabilities and firm performance. Journal of business
research, 67(1), 2891-2902.
De Luca, G., Litina, A., & Sekeris, P. G. (2015). Growth-friendly dictatorships. Journal of
Comparative Economics, 43(1), 98-111.
Hänninen, N., & Karjaluoto, H. (2017). The effect of marketing communication on business
relationship loyalty. Marketing Intelligence & Planning, 35(4), 458-472.
Khodakarami, F., & Chan, Y. E. (2014). Exploring the role of customer relationship
management (CRM) systems in customer knowledge creation. Information &
Management, 51(1), 27-42.