Case Study: Leadership, Conflict, and Management Strategies

This case study analyzes leadership challenges within a company, focusing on Cheryl Hailstrom's role and the conflicts arising from her leadership style. The study explores the clash between authoritative and democratic leadership styles, highlighting the importance of negotiation and delegation. It examines performance values and the impact of differing leadership approaches on employee engagement and project success. The analysis provides recommendations for Cheryl to adapt her leadership, including practicing democratic leadership and employing effective negotiation strategies to gain support for her offshore manufacturing project. The case study also emphasizes the importance of conflict resolution and delegation in managing projects and fostering a collaborative work environment, referencing relevant management theories and practices.

Running head: CONTEMPORARY MANAGEMENT
1
Contemporary Management: Case Study
Student Name
Institution Affiliation

CONTEMPORARY MANAGEMENT 2
Contemporary Management: Case Study
Question One
Leadership Values
Leadership conflicting values arise when your leadership style does not appeal to the
employees in the organisation and sometimes to your bosses (Lundberg, 2017). Cheryl Hailstrom
has demonstrated her leadership qualities and skills regarding company development both in her
former company and in Lakeland Wonders. It is because of her enthusiasm, selling skills and
energy that landed her as the first person outside the Swensen family to hold such a senior
position in Lakeland Wonders. Therefore, the board of the company has put in her hands a target
that they believe through her exemplary leadership skills, she will accomplish. However, Cheryl
Hailstrom is unable to bring her senior employees aboard into her idea of offshore manufacturing
as a way of meeting the board’s target. She is facing a lot of opposition from both her key
employees and the board as well.
Wally the previous CEO excitedly handed Cheryl Hailstrom the power to lead and steer
the company to super heights of achievements. Moreover, Wally together with other board
members has set targets that they expect Cheryl to meet. However, Wally is concerned about the
pace that Cheryl is taking to actualise her new project. In addition, Wally is worried that Cheryl
is too hard and inconsiderate of the other senior employees’ concerns.
Performance Values
Performance values arise from the difference in set targets and achieved targets in an
organisation (Lundberg, 2017). Cheryl when working at Kids & Company had worked with
Mark. Mark used to make everything work, and in fact, he handled offshore manufacturing
projects. However, now, with Cheryl as his CEO, Mark seems to be dragging himself with

CONTEMPORARY MANAGEMENT 3
Cheryl new idea of overseas marketing. Mark is hesitant and full of doubts about whether the
new project will work for the company or pull the company down. Conflict is evident because
Mark successfully handled such projects initially but seems hesitant to do so now. He is
pessimistic about the whole idea.
Question Two
Change Her Leadership Style
Cheryl practices authoritative leadership style. The authoritative leadership dictates and
expects instant results. Employees usually rebel against this kind of leadership (Glanz, 2002;
Germano, 2010). Therefore, Cheryl should practice democratic leadership that builds
participation through consensus (Glanz, 2002). Democratic leadership will help Cheryl
accommodate the other employees as well as other employees accommodating her.
Negotiation
It is evident that Cheryl is using authoritative kind of leadership style (Glanz, 2002;
Germano, 2010). She is not giving room for the other employees to raise their concern and work
around them as a team. According to her, things must go her style toe. Cheryl should try to
accommodate the other employee's concerns and ideas, encourage discussion as a team and then
move with the best solution. Negotiation is the only way that Cheryl will be able to persuade
Mark, Wally and the other senior officials that her offshore project is viable.
Question Three
Delegation
In her new project, Cheryl is not trying to handle everything on her own. She identifies
that she cannot do everything. Therefore, she delegates part of the work to other employees. For
example, Elaine to handle marketing, Barry design, Jerry delivery, Ned accounting and Mark to

CONTEMPORARY MANAGEMENT 4
get Bull’s- Eye signing the contract. According to Lotich (2015), there is nothing as precious as
delegation when handling projects.
Conflict Resolution
In this century, conflicts in the workplace are inevitable. Managers should be able to
solve disputes by providing a win-win situation (Lotich, 2015). During Cheryl discussion with
Wally, Wally points out to Cheryl that Mark and the rest of senior employees are rebelling
against her new project idea because of her pace and style of leadership. Wally advises Cheryl to
try and accommodate their concerns and ideas so that they feel part and parcel of the new
project.

CONTEMPORARY MANAGEMENT 5
References
Germano. A. M. (2010). Leadership style and organization impact. Retrieved from: http://ala-
apa.org/newsletter/2010/06/08/spotlight/
Glanz. J. (2002). Finding your leadership style: a guide for educators. United States of America:
Association for Supervision and Curriculum Development.
Lotich. P. (2015). 12 Essential competencies every manager should master. The Thriving Small
Business. Retrieved from: https://thethrivingsmallbusiness.com/manager-competencies/
Lundberg. K. (2017). Conflicting values - everyday ethical and leadership challenges related to
care in combat zones within a military organization. Retrieved from: https://www.diva-
portal.org/smash/get/diva2:1158948/FULLTEXT01.pdf