Critical Incident Report for MGT 811: Leadership Competencies Analysis

This report analyzes a critical incident involving a company CEO accused of sexual harassment by former employees. The report delves into the situation, highlighting the allegations, the CEO's denial, and the ensuing media attention. It explores the implications of the situation, particularly in relation to work ethic. The report recommends key personal competencies from a leadership perspective, including commitment, passion, teamwork, responsiveness, and ambition. It emphasizes the importance of these competencies in addressing the management problem and maintaining a positive work environment. The report concludes by stressing the need for the board to assess the CEO's behavior and leadership style and consider potential replacements if necessary. The report aims to provide senior management with actionable insights for navigating the crisis and ensuring effective leadership in the future.

Running head: CRITICAL INCIDENT REPORT
Critical Incident
Name of University
Name of the Student

1
CRITICAL INCIDENT REPORT
Table of Contents
Introduction......................................................................................................................................2
Discussion........................................................................................................................................2
Conclusion.......................................................................................................................................6
References........................................................................................................................................8

2
CRITICAL INCIDENT REPORT
Introduction
The aim of this report is to provide recommendations for key personal competencies from
the leadership perspective. The reason for writing a report on this has been necessitated owing to
the issue concerning the Chief Executive Officer (CEO) of the company. It has been found that
two employees of the CEO’s former company have accused him of sexual harassment when he
was a COO there. The stories went viral on the social networking sites and it has been found that
the stories were given separately thus cancelling out any question of conspiracy.
The report will discuss the situation elaborately and analyze it by using several sources
that could shed a better light on the situation. The report will then provide recommendations for
leadership competencies that are required to run a company smoothly especially where the
workforce is made up of diverse people. the paper will not cover the leadership styles that are
required in situations like the one described above.
Discussion
The case relates to the CEO of the company who was formerly a COO of another
company who has been accused of sexual harassment from two female employees of his former
company. The CEO however denied the allegations outright despite the fact that the two
employees provided details that were consistent and unique. After the employees exposed the
CEO, the stories went viral on the social media and mainstream media and this further dented the
company’s reputation and image.
As the details of the case suggest, the details against the CEO could not be refuted as the
two ex-employees provided unique and consistent details about the sexual harassment. The
situation could be explained in a better way by using the work ethic theory. Prior to that, it is

3
CRITICAL INCIDENT REPORT
important to understand what work ethic is. According to Meriac, Slifka and LaBat (2015) work
ethic refers to the belief that working hard and with diligence could lead to moral benefit.
Furthermore, it also has the capability of strengthening the abilities of the individual and the
character. Work ethics also refers to a set of values focusing on the significance of work and
patented by determination or want to work hard. With this view, the case involving the CEO and
the accusations against him, it is clear that the CEO did not follow any work ethic. The CEO,
being a leader of the company should lead by example and embrace positivism, which is a
crucial factor of work ethic but he did not do anything that could prove his dedication. He instead
rubbished the accusations without providing valid evidence that could prove his innocence. Jobe
(2014) note, ‘understanding differences in work ethic dimensions could lead to strategies for
improving the generational conflict”. In the present case, the conflict is about the reputation of
the company and the accusations lay upon the CEO.
Thus it is extremely essential to assess the current situation and produce some of the
essential recommendations from the key personnel and the leadership perspective. This
recommendation will help the board of the company to assess regrading the stability of CEO.
Some of the recommended factors that the board must look into are as follows.
A person committed to his or her careers
A individual committed to his or her work is the CEO that the Organisation wants. The Board of
Directors does not want a CEO who commonly switches careers or employment to get a greater
pay. If the applicant is not faithful to any company, it can certainly be a issue for the company to
retain that individual (Gifford et al., 2017).

4
CRITICAL INCIDENT REPORT
Therefore, it is important to verify the prior employment time of the candidate and whether he
constantly changes employment. If so, it certainly isn't the correct individual to do the work.
The Board seeks at finding an employee who fits the culture of the company. Check to see if the
candidate has social abilities, in particular present staff and executives. Ask how to assess the
compatibility abilities of present company customers (Chen & Chung, 2016).
It is essential to remember that readiness is one of the main factors that a candidate has to work
with. And if a person can not get along with his present customers or past bosses, hiring this
applicant is not such a great idea.
Passion and Enthusiasm
The applicants who are enthusiastic and passionate about what they are doing are crucial. During
management, their accomplishments should be highlighted. People who enjoy job often remain
longer in businesses than those working in the interests of payroll (Fitzsimmons & Callan, 2016).
Enthusiasm is a excellent feature to a fresh worker; passionate and outgoing staff often serve a
company because they are likely to know how to manage their businesses, plan company
resources and manage their healthcare.
Team Player
In many cases, staff must work on a venture with colleagues. Even if the majority of work needs
to be done alone, staff may need to work jointly. Recruiters and boards generally ask prospective
employers how well they function as a team and which sort of workplace they prefer. In a group
interview, a few CEOs can take candidates to see how well they communicate with a number of
employees

5
CRITICAL INCIDENT REPORT
Responsiveness
To respond closely to the hiring directors demonstrates regard and kindness; the candidate, who
reacts carefully when addressed, greets others politely, says "thank you" and is welcome,
distinguishes the applicant from others who lack adequate social interaction capabilities (Storey,
2016). It is also a main measure of how they communicate once in a situation with colleagues
and clients. The respectful management of individuals in any aspect of a company will bring
about better outcomes, particularly when dealing with customers directly.
Ambition
Business want to recruit individuals who are motivated and driven to go beyond what they are
asked for. Ambitious staff strive to do their utmost and often think of ways to enhance their job
and be more effective, making a CEO of excellent quality. An worker with such features is more
likely, once the opportunity arises, to be seen in more difficult positions. During the interview,
employing executives will also seek honesty and integrity (Maak, Pless & Voegtlin, 2016). It is
recommended to applicants that they share the credit with their colleagues who helped them
succeed when they receive a compliment. The appreciation of other staff will enhance the group
as well as the individual morality that builds up and strengthens an atmosphere of trust. The
Board of Directors of the organization should seek confident and self-assured staff who
acknowledge and acknowledge the efforts of the entire team.
Finally. The most important factor that is recommended for the board is to check the
current status of the behaviors and the manners of the targeted CEO. It is essential for the
boards to check the records of the past months regrading his nature and interaction with female
employees and also his way of leadership with them. It is recommended to assess whether the

6
CRITICAL INCIDENT REPORT
targeted CEO of the organization is mis utilizing the power of leadership over their employees.
With the utilization of the leadership traits and key personnel competencies, it is essential to the
current status of the interpersonal skills of the CEO for deciding whether he should be kept or the
recruitment of new CEO will be done replacing him.
Conclusion
Thus it can be concluded from the above analysis that though there has been a accusation
regrading sexual harassment of the CEO of the organization from his past employment, the CEO
has adamantly denied it. With ranging virality of the issues in the social media and the consistent
and unique response from the employees who have accused him, it is very important for the
board of the current organization to look strictly upon and the behavioral traits and the work
performance of the targeted CEO and replace him in case of any discrepancies found. This is
because keeping him will not only cost the reputation of the organization but also the work
culture within the organization.

7
CRITICAL INCIDENT REPORT
References
Chen, H. M., & Chung, H. M. (2016). How to measure personal brand of a business
CEO. Journal of Human Resource and Sustainability Studies, 4(4), 305-324.
Fitzsimmons, T. W., & Callan, V. J. (2016). CEO selection: A capital perspective. The
Leadership Quarterly, 27(5), 765-787.
Gifford, W., Graham, I. D., Ehrhart, M. G., Davies, B. L., & Aarons, G. A. (2017). Ottawa
model of implementation leadership and implementation leadership scale: mapping
concepts for developing and evaluating theory-based leadership interventions. Journal of
healthcare leadership, 9, 15.
Jobe, L. L. (2014). Generational differences in work ethic among 3 generations of registered
nurses. JONA: The Journal of Nursing Administration, 44(5), 303-308.
Kesting, P., Ulhøi, J. P., Song, L. J., & Niu, H. (2016). The impact of leadership styles on
innovation-a review. Journal of Innovation Management, 3(4), 22-41.
Maak, T., Pless, N. M., & Voegtlin, C. (2016). Business statesman or shareholder advocate?
CEO responsible leadership styles and the micro‐foundations of political CSR. Journal of
Management Studies, 53(3), 463-493.
Meriac, J. P., Slifka, J. S., & LaBat, L. R. (2015). Work ethic and grit: An examination of
empirical redundancy. Personality and Individual Differences, 86, 401-405.
Storey, J. (2016). Changing theories of leadership and leadership development. In Leadership in
Organizations (pp. 17-41). Routledge.