University Case Study: Hunter Harrison's Leadership Tactics

This case study examines Hunter Harrison's leadership and influence tactics within a company, focusing on his approach to introducing radical changes. It explores the tactics Harrison employed, such as impression management and proactive strategies like the three-day retreat, and their impact on employee relations. The analysis includes the influence tactics available to unions, such as collective bargaining and potential strike actions, considering the context of potential government intervention. Furthermore, the assignment considers the most effective negotiation approaches for both the company and the unions to achieve a win-win outcome. It also identifies potential risks for the company, unions, and the federal government involved in the situation, referencing relevant organizational behavior concepts. The provided bibliography lists sources used in the analysis, covering topics like union effectiveness and organizational behavior.

Running head: HUNTER HARRISON CASE STUDY
Hunter Harrison Case Study
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1HUNTER HARRISON CASE STUDY
1. Analyze the different influence tactics available to Hunter Harrison at the time
radical changes were being introduced, and discuss how these options related to
his power source(s). Which of his available tactics were most effective in bringing
about change at the company? Do you think his approach has led to
internalization, compliance, or resistance? Explain why.
The tactics available to Harrison were impression management, political and proactive
tactics. He made use of the proactive tactic as a way to influence his employees by reviving
the three-day retreat; he was able to blur the lines between managers and employees so to
communicate what was required of all of them as an institution. Harrison faced some
resistance from the union leaders since he had asked his employees to be certified to work on
freight trains.
2. Analyze the different influence tactics available to the unions, and discuss how
these options related to their power source(s). If the threat of a strike is muted
due to potential intervention by the federal government, then what other
influence tactics are likely to be used? Explain.
Unions representatives can bargain collectively by taking care of the negotiating process
between the company and the employees to settle issues. The unions can also opt for
conducting an economic strike, but this creates a risk of losing employment. They can also
conduct another type of strike which is related to unfair labor practices and in this permanent
workers are allowed to keep their jobs after the strike however, temporary employees will
lose their job once the strike ends. If a strike cannot occur, then the unions will have to result
to the first tactic mentioned which calls for civilised means in solving the matter at hand.

2HUNTER HARRISON CASE STUDY
3. As the trend toward increased efficiency continues, when negotiating, what
approach do you feel would be most effective for the company? For the unions
involved? Is it possible to achieve a win-win solution? Explain.
It would be most useful for Harrison and the union leaders to engage in collective
bargaining to get to an agreement and a common ground on which both parties can agree.
This could end up being a win-win situation because through civilised negotiations is when
least harm to each party can be guaranteed, and the presence of a mediator will also help the
situation a lot.
4. What are the risks in this situation? Consider this question from the perspective
of the company, of the unions, and of the federal government. Consider topics
covered in other chapters.
One risk that remains is that the two parties will not be able to come to a solution that is
beneficial to both, with the least amount of collateral damage done. Another risk is that
collective bargaining does not always mean that the employees are getting fair representation.

3HUNTER HARRISON CASE STUDY
Bibliography:
Gall, G., & Fiorito, J. (2016). Union effectiveness: In search of the Holy Grail. Economic and
Industrial Democracy, 37(1), 189-211.
Phillips, J., & Gully, S. (2013). Organizational Behavior.
Reina, C. S., Rogers, K. M., Peterson, S. J., Byron, K., & Hom, P. W. (2018). Quitting the
boss? The role of manager influence tactics and employee emotional engagement in
voluntary turnover. Journal of leadership & organizational studies, 25(1), 5-18.