Leadership for Management Case Study

This content presents two case studies focusing on leadership strategies in management. The first case study discusses Marsha's leadership roles and employee engagement at Metro Bank, highlighting her effective communication and development initiatives. The second case study analyzes Ghosn's turnaround strategy at Nissan, emphasizing his charismatic and participative leadership styles. Both cases illustrate the importance of aligning employee goals with organizational objectives and fostering a positive work environment.

Leadership for Management and Business

TABLE OF CONTENTS
case study 1......................................................................................................................................3
1 ...................................................................................................................................................3
2....................................................................................................................................................3
3 ...................................................................................................................................................3
4....................................................................................................................................................3
5....................................................................................................................................................3
CASE STUDY 2..............................................................................................................................4
1....................................................................................................................................................4
2....................................................................................................................................................4
3....................................................................................................................................................4
4....................................................................................................................................................4
REFERENCES................................................................................................................................5
2

CASE STUDY 1
1
Marcha utilized four leadership roles by focusing on vision of Metro bank “to provide quality
services to customers”. After devoting some time at job she found that her employees are quite
well and they can perform better than presently they are doing. At this juncture, she adopted
effective strategy to align goals of workforce with organization in order to bring perfection. She
communicated with employees and motivated them to attend development program. Not only
this, but she asked to training department and took a right decision in order enhance
competencies employees.
2
Marsha utilized his empowerment by doing development assignment and providing appropriate
back in service function. During her initiatives she started regular communication with
employees and perform his managerial responsibilities in right manner. Therefore, methods used
by March were successful for employees as well as organization.
3
There conflicts existed at Metro were related to mismanagement of employees. According to the
case study newly hired and less experienced workforce were assigned for training purpose. They
were not provided chance develop properly as before reaching at competence level, management
used to shift them in other brand. It tends demoralize personnel. At this juncture, Marsha
introduced development opportunities, cross sectional training and other growth initiatives with
regard to career development (Barling, Slater and Kelloway, 2010).
4
Employee engagement indicate good relationship between organization and workforce.
According to the given scenario, Marsha engaged employees by doing development assignment
with her subordinate manager. Similarly, rewards policies and approach system facilitates to
involve them in achievement or success of organization (Clark and Colling, 2005).
5
Yes, it would be better to describe Marsha as Charismatic and transformation leader both.
According to the case she made others follow her by introducing new development policies. She
3

initiated different kind of changes at workplace which leads to determine growth and success of
individual as well as organization (Cripps, 2013).
CASE STUDY 2
1
According to the given case study Ghosn demonstrated personal leadership by closing its tie up
some of the leadership and adopting turnaround strategy. Further, he used cross functional team
in order to analyze the operational problem of corporation. Here, it was found that high cost of
production and excessive workforce as well as weak management are some of the issues. Owing
to this, he used Charismatic style of leadership wherein employees are motivated to be
committed towards their job (Beranek, 2006). For example, he brought major changes in human
resource practices. Here, personnel were motivated to get rewards by perming good.
2
Ghosn used participative style of leadership by supporting designers and providing more
authority to them. Here, CEO provided them support in bringing innovation in current product
and services so as to ensure its expansion at global level (Robson and Tourish, 2005). Further, he
adopted strategic leadership by closing some of the subsideries in Japan and focusing on
improvement on remaining dealership.
3
The cross functional team identified some of the issues such as high cost of production and
purchasing small orders. At this juncture, Ghosn initiated to close some of the companies and
reducing number of suppliers (Vactor, 2011). Here, employees can resist change because they
lost their job. Similarly, it create negative impact on general community. However, for
implementing change autocratic and participate of leadership have been used.
4
The Lewin's three step model was used in bringing change at Nissan. Here, unfreezing was done
by appointing cross functional team to assess operation issues of corporation. After that
movement was ensured through reducing number of suppliers and companies operating
currently. At last, refreezing took place by motivating employees to be committed towards
allocated task (Carneiro, 2008).
4

REFERENCES
Journals and books
Barling, J., Slater, F. and Kelloway, E., 2010. Transformational leadership and emotional
intelligence:An exploratory study. Leadership and Organisational Development Journal.
21. pp. 157-161.
Clark, I. and Colling, T., 2005. The management of human resources in project management-led
organizations. Personnel Review. 34(2). pp. 178–191.
Cripps, H. K., 2013. Art imitates life: art and architecture as a driving force for change. Journal
of Organizational Change Management. 26(1). pp.49 – 63.
Beranek, M. P., 2006. Guidelines for managing dispersed teams: enhancing communication and
productivity. Handbook of Business Strategy. 7(1). pp.359–362.
Robson, P. and Tourish, D., 2005. Managing internal communication: an organizational case
study. Corporate Communications: An International Journal. 10(3). pp.213-222.
Vactor, J. D. V., 2011. The challenge of success: allowing leaders to lead. International Journal
of Leadership in Public Services. 7(3). pp.192–205.
Carneiro, A., 2008. When leadership means more innovation and development. Journal of
Business Strategy Series. 9. pp176–184.
5