Leadership and Team Dynamics Case Study: FireArts Co.

This case study analyzes the leadership, conflict, and behavioral patterns within FireArts Co., focusing on the challenges faced by the sales team and the impact on organizational performance. The report identifies problems related to leadership styles, team dynamics, and employee motivation, highlighting the roles of key figures like Randy and Eric. The analysis delves into the lack of clear leadership, poor communication, and the need for strategic repositioning. The study then explores potential solutions, including improved communication strategies, the implementation of performance models, and the encouragement of individual and team goal setting. The reflection section summarizes the learning outcomes, emphasizing the importance of leadership skills, team cohesion, and the application of theoretical models in real-world business scenarios. References to relevant leadership and team dynamics theories and models are also provided.

Running head: CASE STUDY
Case study
Name of the Student:
Name of the University:
Author note:

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Executive summary
The purpose of the report is to analyse the case study in leadership, conflict and behavioural
pattern of the company named FireArts’ company. This also analyses the different problems and
in team behaviour and group dynamics of the team members and how it can affect the
organisation’s performance. Moreover, the process of learning and the different reflections of the
group members and learning outcomes are discussed in the process.

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Table of Contents
Introduction......................................................................................................................................3
The major identified problems in the case study.............................................................................3
The reason for problems and relation to the relevant theories.........................................................4
Solutions..........................................................................................................................................5
Conclusion.......................................................................................................................................6
Reflection of the learning................................................................................................................6
Reference.........................................................................................................................................8

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Introduction
The following is the report of the case study “the team that was not”. The report
summarises the leadership problem that have been identified in the company called FireArt’s Co.
In addition, the major concern of the company has been highlighted and discussed. The reason
for the Company’s problem of issues is identified to be revolving around two main characters as
Randy, the sales manager and Eric the leader of their team (Yasur and Boyd 2015). This report
further analyses the solution based on the performance model and also different group dynamic
theories which applies for this situation of FireArts’. Lack of group norms and too much
disruptive behaviour of the members are one of the major problems. The team has no clarity
regarding the regarding the leadership role of their leader (Goleman et al. 2013). The lack of
control of the leader and lesser clarity is known as the more important part of an organisation,
failing which is reflected in lower and poor productivity (Hoch and Kozlowski 2014). In
addition, the performance of the labour are not receives quit thoroughly and more attrition rate
among the staff. Moreover, the process of learning and the different reflections of the group
members and learning outcomes are discussed in the process. The solutions are also
recommended to the reasons that are identified in the case.
The major identified problems in the case study
Randy, the Teams sales manager is proving to be of a difficult personality to improvise
with. The major problem is the lack of leadership ability in the team. The leader’s role should be
a managing the people in the organisation, which Eric, the designated leader if FireArt Co. is
unable to execute as responsibility. The company’s ability to retain employee and avoid pitfalls
of the matter related to unsuccessful management caused frustrations among the employees,

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which leads to stress in workplace (Goleman et al. 2013). The clarity, standards, rewards and
responsibility are major identified problem. Overall trust among the employees and lower
cohesion among the team members are also a cause of the non-alignment among the members.
The company also tangled in troublesome phases to have gone through strategic repositioning
decision of the CEO, Jack.
The reason for problems and relation to the relevant theories
 The team dynamics of the sales managers is misplaced, as the CEO appears to only trust
Randy. Initially there was very low level of trust among the employees and individuals
have low cohesion (Goleman et al. 2013).
 Eric has poor leadership style and the norms, standard procedures and decision-making
process are not effective. The decision making and decision taking process is not at all
verified (Hoch and Kozlowski 2014).
 The most important part is taking initiatives or stepping up to resolve conflicts with as
they occur. The responsibility lies with the Group Leaders Eric, though he has not taken
any steps towards resolving the issues (Bolman and Deal 2017).
 The lack of leadership skills and being more of an observer is the main problem of Eric
and thus, this affects the company personnel has and team members in negative way.
Eric, the leaders acted, as he was a facilitator rather than the final decision maker of the
team. The power of enforcement lays with the leader, though the company. As the leaders
should be more reactive rather than proactive in their work and thus it should be reflected

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on their team’s performance. Eris was more of a reactive in decision making rather than
proactive (Yasur and Boyd 2015).
Solutions
 The steps must be taken by the leader to eradicate the group dynamics that has caused the
real problem. Eric has overlooked the team performance, thus not resolving the issues,
which must be identified and resolved by the leader according the performance models
(Yammarino et al. 2015).
 The idea sharing process, special meeting roles and responsibility outlines must be held
in front of the team. The role and position of Randy must be cleared through and he must
be encouraged to share ideas. Eric must encourage and help Randy to achieve his
personal goals in the company and must be lead to create a good solution for the team. In
that case, the personal motivation and desires that drives Randy must be identified (De
Hoogh et al. 2015).
 The integration of the team is required with or without Randy. Randy can be given a
different space to work and thus communication with members under the leader’s
supervisory note. Thus, the communication will be well monitored and sharing of good
ideas will be easy (Bolman and Deal 2017).
 Eric should initiate a periodical individual interaction status with the team members and
should ask the setbacks they perceive to be affecting the team as a whole. As the
perceived statement should be applied in the feedback, to resolve the upcoming issues for
a better restart of the team activities. The group norms should be based on that too
(Rocco and Griffin 2015).

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 To reinforce the new status of Randy, Jack must be involved, as coming from higher
authority instructions will be well communicated to the individuals. The presence of Jack
in the daily meeting in side of Eric will ensure the fear of higher status of Eric in front of
their team members. The expertise and experience of the senior positions managers and
leaders should given more emphasis on building the communication more transparent.
 The rewards system of the company must be given a thorough review, as the members
must be motivated of certain goals to be achieved in favours of the organisation’s vision
and mission. The individual success must be identified and given emphasis for the sake
of individual motivation(Northouse 2015).
Conclusion
Therefore, from the above discussions it can be concluded that the company is in dire
need of strategic reposition. The key members needs to acknowledge their responsibility and
handle the work diligently while remaining competent. The group dynamics, lacklustre
leadership and diversity in personality and control of leaders in their team members are main
issues of the problem. The solutions are also given after analysing the cases problems. Moreover,
the process of learning and the different reflections of the group members and learning outcomes
are discussed in the process. The reflection of the writing is also given in the following passage.
Reflection of the learning
The case analyses the different theories of leadership. The major problems of leadership
and personality diversity are given the above report. The group members including me solved the

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case and thus the group activity was observed and documented in the following discussions. The
discussions about the company’s leadership was analysed by the team’s members and thus given
the major emphasis different models. The group communicated and acted as their part of the role
in the task. The depth of the knowledge has been helpful in building the foundation and direction
of the study. The proper manner of behaving in a team and the how to create a effective team in
the manner is also acknowledged in the process of developing a solution of the case study. This
is also a ad-hoc team to resolve the project. While solving the theories of group dynamics and
group reflections the features and preoccupied reasons were gone through. Thus, it was a process
that helped me deal with different personality, while coming together and sharing the knowledge
was the most effective part It is evident for me that a task will be well achieves if the background
consist of competent people. The result will be also as per desired requirement. This will help me
further in my project and further in the work life in the future. Analysing the problem for further
improvement and suggesting the solutions for FirtArts’.co made us equipped with different
models that have real application in the professional life of a corporate. Thus, it enhanced our
knowledge of behavioural pattern of different individual and helped us enrich the clarity of
different models. The competencies of the group member and cohesion factor among the group
members were essential as this is the one factor to builds and increases the sustainability of
group’s existence, be it long term or short term.

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Reference
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
De Hoogh, A.H., Greer, L.L. and Den Hartog, D.N., 2015. Diabolical dictators or capable
commanders? An investigation of the differential effects of autocratic leadership on team
performance. The Leadership Quarterly, 26(5), pp.687-701.
Goleman, D., Boyatzis, R.E. and McKee, A., 2013. Primal leadership: Unleashing the power of
emotional intelligence. Harvard Business Press.
Hoch, J.E. and Kozlowski, S.W., 2014. Leading virtual teams: Hierarchical leadership, structural
supports, and shared team leadership. Journal of applied psychology, 99(3), p.390.
Northouse, P.G., 2015. Leadership: Theory and practice. Sage publications.
Rocco, M.L. and Griffin, K.A., 2015. Exploring Leadership: For College Students Who Want to
Make a Difference by Susan R. Komives, Nance Lucas, and Timothy R. McMahon. Journal of
College Student Development, 56(1), pp.107-109.
Van Wart, M., 2014. Dynamics of leadership in public service: Theory and practice. Routledge.
Yammarino, F.J., Mumford, M.D., Connelly, M.S., Day, E.A., Gibson, C., McIntosh, T. and
Mulhearn, T., 2015. Leadership Models for Team Dynamics and Cohesion: The Mars Mission.
In Team Cohesion: Advances in Psychological Theory, Methods and Practice (pp. 213-245).
Emerald Group Publishing Limited.

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Yasur, M. and Boyd, M., 2015. What impact does the type of leadership style, or mixes of styles,
have upon team dynamics and performance in a final year undergraduate community pharmacy
business simulation?. International Journal of Pharmacy Practice, 23, p.76.